Professional Documents
Culture Documents
RESEARCH PROJECT ON
By
Submitted to
May, 2019
1
TABLE OF CONTENT
7 Employee motivation 14
Definition 14
Study 14
Motivation 16
motivating
16
8 Nature of motivation 17
Based on motive 18
Affected by motivating
Goal directed behaviour
Related to satisfaction
Person is motivated totally
Complex process
9 Types of need 19
Primary need 21
Secondary need
General need
10 Factor affecting individual performance 22
Motivation of individual 23
His sense of competence
His ability
His role perception
Organisation resources
11 Empowerment 25
12 Top 10 principles of employee empowerment 27
1. Demonstrate you value people 28
2. Share leadership vision
3. Share goal and direction
4. Trust people
5. Provide information for decision making
2
1. Delegate authority and impact opportunities, not just 29
more work
2. Provide frequent feedback
3. Solve problems: don’t pinpoint problem people
4. Listen to learn and ask questions to provide guidance
5. Help employees feel rewarded and recognized for
empowered behaviour
13 Industry profile 30
14 Insurance sector reforms 31
i. Structure 32
ii. Competition
iii. Regulatory Body
33
iv. Investments
v. Customer Service
15 Vision 34
16 Mission 35
17 Award recognition 35
18 Bajaj alliance plan 36
19 Research methodology 39
definition
20 Objective of the study 39
21 Need for the study 40
22 Scope of the study 41
23 Research design 42
Meaning
Research Design
Research Approach
Objectives of Research
24 Characteristics of Research 43
25 Steps in conducting research 44
Identification of research problem
Literature review
Specifying the purpose of research
Determine specific research questions or hypotheses
Data collection
Analysing and interpreting the data
Reporting and evaluating research
26 RESEARCH INSTRUMENTS 45
Personal Interviews
Questionnaire
Research method
Sample size
27 SOURCE OF DATA 45
PRIMARY DATA
SECONDARY DATA
3
28 LIMITATIONS 46
29 Data Analysis and Interpretation 47-65
30 FINDINGS 66
31 SUGGESTIONS 67
32 CONCLUSION 68
33 Questionnaire 70-73
34 BIBLIOGRAPHY 74
4
DECLARATION
I hereby declares that this submission is my own work and that, to the best of my knowledge
and belief, it contain no material previously published or written by any other person nor
material which to a substantial extent has been accepted for the award of any other degree
or diploma of the university or other institute of higher learning where due acknowledgment
has been made in the text.
Signature:
Name: Him shikha
Roll no: 1701770025
Date:
5
ACKNOWLEDGEMENT
It Gives Us A Great Sense Of Pleaser To Present The Research Project Undertaken During
The 2nd Year. We Owe Special Debt Of Gratitude Of Our Director Prof. (Dr.) Swatantra
Kumar Porwal For His Blessings And To Asst. Professor Mr. Vibhor Rajvasnshi, Head Of
Department MBA For His Constant Support And Guidance Through Out The Course Of Our
Work. His Sincerity, Thoroughness and Perservance Have Been a Constant Source of
Inspiration for Us. It Is Only His Cognizant Efforts That Our Endeavors Have Seen Light Of
Day.
Signature:
Name: Him shikha
Roll no: 1701770025
Date:
6
ABSTRACT
Motivation is an internal drive that activates behavior and gives its direction. The word
motivation is coined from the Latin word “mover”, which means to move. The term
motivation theory is concerned with process that describes why and how human behavior is
activated and detected. It is regarded as one of the most important are of the study of the field
of organization behavior.
Employees comprise the most vital assets of the company. In a work place where employees
are not able to use their full potential and not heard and valued, they are likely to leave
because of stress and frustration. In a transparent environment while employees get a sense
of achievement and belongingness from a healthy work environment, the company is
benefited with stronger, reliable workforce herring new ideas for its growth blog online and
earn money.
7
HUMAN RESOURCE MANAGEMENT
INTRODUCTION:
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.
8
Definitions:
According to French Wendell, Human resource management as the recruitment,
selection, development, utilisation, compensation and motivation of human resources
by the organisation.
This deals with the planning, organising, directing and controlling the personnel
functions of the enterprise.
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 respect for human beings by providing various services and welfare
facilities to the personnel.
9
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT:
The main functions of human resource management are
10
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 :
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.
11
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.
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.
12
4. Human Relations:
Job satisfaction
Employee motivation
13
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‖.
Study:
The purpose of study is to identify the type of motivation most suited for higher
productivity and methods usually adopted for measuring employee‘s motivation.
Motive: based on the Latin word mover, motive (need) has been defining s follow;
14
There is a difference between needs and wants. It is necessary to know the difference
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.
15
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
16
Nature of motivating:
Based on the definition of motivation, we can derive its nature relevant for human
behaviour in organization.
17
Based on motives:
Motivation is based on individual‘s 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 analyse outcomes already experienced by individual.
Complex process:
18
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.
(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 not
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.
19
Thus, needs may be grouped into three categories:
1) Primary needs
2) Secondary needs
3) General needs
20
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.
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.
21
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
individual‘s performance are broadly of two types, individual and within each
type there may be several factors.
Motivation of individual,
His ability,
Organizational resources
Motivation
Role
Ability
Perception
Performance Reward
Sense of
Organizational
Competence Resources
22
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 individual‘s
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 possess such ability.
Ability=knowledge* skill
23
Role perception:
A role is the pattern of actions expected of a person in activities involving
others. Role reflects a person‘s 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 analysing 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.
24
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
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 one‘s own destiny.
Empowerment rules as a development strategy.
In Webster‘s 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.
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:
More self-control
26
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.
27
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
person‘s 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.
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
organization‘s overall mission, vision, and strategic plan.
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.
Make certain that you have given people, or made sure that they have access
to, all of the information they need to make thoughtful decisions.
Doesn‘t 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.
Or, ask, ―What action steps do you recommend?‖ Employees can demonstrate what
they know and grow in the process.
29
INDUSTRY PROFILE
The insurance sector in India has co me a full circle from
being a n op e n 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.
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 mile stones in the life insurance business in India are:
1912 : The Indian Life Assurance Companies Act enacted a s the first
statute to regulate The life insurance business.
30
31
Insurance sector reforms :
32
The Malhotra committee was set up with the objective o f
reform
complementing the Ms initiated in The financial sector.
in mind the structural change currently underway and recognizing that
insurance is an important part of the over all financial system where it
was necessary to address the need for similar reforms‖
I n 1 994 , 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 o f GIC and its subsidiaries
so that these subsidiaries can act as independent Corporations.
ii) Competition
Private Companies with a minimum paid up capital of Rs .1b n should be allowed to
enter the industry.
No Company s should deal in both Life and Genera l Insurance through a single entity.
Only one State Level Life Insurance Company should be allowed to operate in each
state
Controller of Insurance (Currently apart 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 sub siderites 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
Reforms in the Insurance sector were initiated with the passage of the
I RDA Bill in Parliament in December 1999 . The I RDA 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.
Since being set up as an independent statutory body the I RDA has put in a frame
work 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.
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.
Term Insurance
Savings Solutions
Investment Solutions
Retirement Solutions
ULIP
Group Insurance
NRI Corner
The Bajaj Allianz “child gain” Plan:
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 fulfil 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.
Bajaj Allianz child offers a wide array of solutions that allows you to plan for your
child‘s future by providing you with as many as 4 distinct and unique options.
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.
Maturity benefit equal to the fund value payable on the date of maturity.
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.
Choice of 5 investment funds with flexible investment management: you can change
Choice of investment funds with flexible investment management: you can change
Provision for full/partial withdrawals any time after three years from commenced
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
st
1 Cash Benefit 15% of Sum Assured
nd
2 Cash Benefit 25% of Sum Assured
rd
3 Cash Benefit 25% of Sum Assured
th
4 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.
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 crore-
Bajaj 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.
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.
DEFINITION:-
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:
Meaning:
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 analysing information (data) in order to
increase our understanding of the phenomenon about which we are concerned or
interested.
Research Design:
A research design is considered as the framework or plan for a study that
guides as well as the da ta 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.
Research Approach:
The research r worker contacted the respond entspersonally with well-
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.
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.
Characteristics of 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
RESEARCH INSTRUMENTS:
1. Personal Interviews: Schedules were administered personally for
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
Accuracy of the report is completely dependant of the employee‘s respondents.
An in depth study couldn‘t 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.
TABLE
GRAPH
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
Promotion 16 16
Career Development 28 28
Welfare measures 24 24
GRAPH
Interpretation:
From the above graph shows that 32% of respondents feels that they have an job
To be providing the good career opportunity from then 24% of respondents feels
TABLE
S.NO FACTORS Total %
1 Highly satisfied 36 36
2 Satisfied 28 28
3 Average 14 14
4 Dis satisfied 22 22
TOTAL 100 100
GRAPH
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.
GRAPH
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.
GRAPH
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.
List of approaches to motivate
TABLE
AWARDS 36 36
REWARDS 28 28
RECOGNITION 14 14
PROMOTIONAL CHANNELS 22 22
GRAPH
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.
Motivational challenges of employee.
TABLE
Personal issues 10 10
GRAPH
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
Obstacles in employee performance
TABLE
Miscellaneous 18 18
GRAPH
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.
Employee awareness of motivation and empowerment.
TABLE
Yes 62 62
Very little 28 28
No knowledge 10 10
GRAPH
Interpretation:
From the above graph 62% of respondents are agreed that they have an awareness of
motivation and empowerment taken place in their organisation
Employee recognition from superior.
TABLE
GRAPH
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.
GRAPH
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.
Strongly agree 76 76
Agree 10 10
Disagree 8 8
Strongly disagree 6 6
GRAPH
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.
Agree 24 24
Disagree 20 20
Strongly disagree 16 16
GRAPH
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.
Special wage hike should be given to employees who perform their jobs
very well
TABLE
Agree 6 6
Disagree 4 4
Strongly disagree 0 0
GRAPH
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
Agree 33 33
Disagree 4 4
Strongly disagree 13 13
GRAPH
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.
Agree 19 19
Disagree 10 10
Strongly disagree 11 11
GRAPH
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.
Strongly agree 50 50
Agree 40 40
Disagree 4 4
Strongly disagree 6 6
GRAPH
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.
Strongly agree 30 30
Agree 40 40
Disagree 22 22
Strongly disagree 8 8
GRAPH
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.
If your job includes interacting with customers, how it will affect the
following
TABLE
WILL INCREASE 54 54
WILL DECREASE 40 40
WILL HAVE NO EFFECT 6 6
GRAPH
Interpretation:
From the above graph 54% of the respondents are agreed they have an good interest
interacting with the customers.
FINDING
Job security is the highest motivation factor than any other.
The perceptionof 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.
Employee‘s awareness of motivation and empowerment is very low.
SUGGESTIONS:
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 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
c) Average
Name:
Gender:
Designation:
Department:
1. Years of experience ( )
b) satisfied
d) dis satisfied
c) Average d) dissatisfied
EMPLOYEE MOTIVATION
a) Awards b) rewards
d) Miscellaneous
To complete effectiveness ( )
13. Supervisors should give a good deal of attention of the physical working
conditions
Of their employees ( )
14. Special wage hike should be given to employee who perform their jobs
Very well ( )
Your organisation ( )
16. The company retirement benefits and stock programs and important
18. Management could show more than interest in the employees by sponsoring
19. If your job includes interacting with customer, how affect the following )
WEB SITES
www.bajaj allianz.com
www.hr.com
www.wikipedia.com