CHATPER V RESULTS AND DISCUSSION -...

CHATPER V

RESULTS AND DISCUSSION

Results and Discussion

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CHAPTER V

RESULTS & DISCUSSION

This chapter focuses on the Results and Discussion, based on the tables

generated. Each table has a graphical representation for better understanding.

The two hypotheses will be discussed one at a time based on relevant tables.

Before moving on to the discussion of the hypotheses, the researcher has

discussed the answers obtained with regards to nature of motivation, which

were posed at employees and the HR personnel. This survey was conducted in

five organizations as shown below in Table - 5.1

1 Accenture

2 HCL

3 IBM

4 Kring Tellabs

5 Reliance

Table 5.1

Organizations which participated in the study

The question posed to employees and HR personnel was ‘Do you

believe different things motivate people differently’? The answer obtained

for both the employees and the HR was ‘YES’.


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Fig. 5.1

Percentage of People believing that different things motivate people

differently in Pie Chart

The next question posed to employees focused on identifying 5

significant motivators and ones that were unfulfilled.

Below are the tables with the respective graphs sharing data on significance of

motivators across levels and tables with five significant motivators for each

level of management and the unfulfilled motivators in percentages.


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Levels of Employees Motivators Senior

Management Middle

Management Junior

Management A B C Achievement 96% 83% 85% Self development 30% 66% 81% Recognition 66% 56% 47% Creativity 74% 57% 31% Power/Influence 88% 40% 29% Money 24% 39% 45% Interest/Usefulness 16% 26% 60% Relationships 52% 22% 40% Friendly HR Policies 20% 47% 13% Safety/Security 20% 26% 31% Material reward & Fringe benefits 4% 15% 23% Process & Systems/Structures 10% 21% 14%

Table 5.2

Significance of each Motivator across levels of management in Percentage

Fig. 5.2

Significance of each Motivator in Bar Chart


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5 Motivators Fig. in Percentage

1 Achievement 96%

2 Power / Influence 88%

3 Creativity 74%

4 Recognition 66%

5 Relationship 52%

Table 5.3

5 Significant Motivators for Senior Level Management in Percentage

Fig. 5.3

5 Significant Motivators for Senior Level Management in Pie Chart


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1 Achievement 83%

2 Self Development 66%

3 Creativity 57%

4 Recognition 56%

5 Friendly HR Policies 47%

Table 5.4

5 Significant Motivators for Middle Level Management in Percentage

Fig. 5.4

5 Significant Motivators for Middle Level Management in Pie Chart


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1 Achievement 85%


3 Interest / Usefulness 60%

4 Recognition 47%

5 Money 45%

Table 5.5

5 Significant Motivators for Junior Level Management in Percentage

Fig. 5.5

5 Significant Motivators for Junior Level Management in Pie Chart


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Senior Middle Junior

A B C

Recognition 30% 28% 20%

Creativity 48% 21% 8%

Money 6% 22% 23%

Interest/Usefulness 8% 3% 31%

Self development 4% 9% 19%

Safety/Security 2% 12% 16%

Relationships 22% 7% 11%

Friendly HR

Policies 6% 21% 5%

Process &

Systems/Structures 10% 8% 7%

Power/Influence 6% 8% 8%

Achievement 2% 7% 9%

Material reward &

Fringe benefits 6% 6% 7%

Table 5.6

Unfulfilled Motivators across levels in percentage


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3 Unfulfilled Motivators Fig. in Percentage

1 Creativity 48%

2 Recognition 30%

3 Relationship 22%

Table 5.7

Unfulfilled Motivators for Senior Levels Management in Percentage

Fig. 5.7

Unfulfilled Motivators for Senior Levels Management in Pie Chart


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1 Recognition 28%

2 Creativity 21%

3 Friendly HR Policies 21%

Table 5.8

Unfulfilled Motivators for Middle Level Management in Percentage

Fig. 5.8

Unfulfilled Motivators for Middle Level Management in Pie Chart


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2 Money 23%

3 Recognition 20%

Table 5.9

Unfulfilled Motivators for Junior Level Management in Percentage

Fig. 5.9

Unfulfilled Motivators for Junior Level Management in Pie Chart

The second question posed to the HR representative was to

understand which HR function out of Recrutiment, Motivation and

Retention was a major concern. The result was clearly Motivation and

Retention. The third question for the HR representative was to identify the

programs currently catering to the various Motivational categories. The


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HR representative highlighted few programs that focused on Training and

Development and Recognition. The fourth question for the HR

representative was to list down programs that they wished to execute in

the near future. The HR representatives did not share any additional

information due to confidentiality concerns.

The first hypothesis stated that

1) There is no difference in the nature of motivators across three

levels of management.

Significant Motivators and Unfulfilled Motivators- Senior Level

Management

The 5 significant motivators that were observed for the senior level

management were Achievement at 96%, Power/Influence - 88%, Creativity -

74%, Recognition - 66% and Relationships - 52%.

The unfulfilled motivators that were observed for the senior level

management were Creativity - 48%, Recognition - 30%, Relationships - 22%.

Achievement at 96% has been observed as a very significant

motivator across levels. Considering the level of competition that exists in the

top most IT organizations, the existence of this need does not come as a

surprise. Achievement refers to the individual's desire for significant

accomplishment, mastering of skills, control, or high standards. It is something

that causes a person to make an effort to become successful and be goal

oriented. Obviously, it is what people need to achieve a “good life”. Every

employee today wants to be a winner. As rightly put by Behavioral experts

and Scientists, there are different types of motivation, one of which is

achievement motivation. The accomplishment of the required motivators is

significant at this level because, by demonstrating high need for achievement

motivation, these leaders are setting a tone and building role models for


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creating niche products and services. The need for striving for excellence will

eventually percolate in the very culture of the organization. The prevalence of

this motivator will not only influence their own work behavior positively but

will also impact the way they expect their juniors to work and junior’s

approach towards work. Staying motivated keeps a person active and gives a

feeling of being in control. People who are motivated by achievement often set

fairly difficult but realistic targets, which ensure that they achieve their goals.

Achievement-motivated persons typically do not set goals that are too easy

because they look forward to challenges and overcoming them. Nor do they

aim for goals that are too difficult because they want to make sure that they

only perform tasks that they can honestly handle.

In addition, achievement motivation also makes people work on a specific

problem rather than just wait for results. This is a very positive way to handle

difficult situations especially in reaching one’s goals. Furthermore,

achievement motivated persons are a lot more interested in their actual

accomplishments rather than whatever incentive they get from their success.

To them, the accomplishment itself is the reward. It is seen in general that

people who are achievement motivated have a significantly higher chance of

progressing in their work compared to other people.

The second significant factor was Power/Influence at 88%. This is

the need to lead others and make an impact. This need can exhibit itself in two

ways. The first which is the need for personal power may be viewed as

undesirable as the person simply needs to feel that they have “power over

others”. The second type of “need for power” is the need for institutional

power. People with the need for institutional power; want to direct the efforts

of their team, to further the objectives of their organization. People with

positional power motivation that they use for legitimate purpose are most

likely to rise to the top through consistent and successful performance. It is

important that employees at this level exercise institutional power for the


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betterment of the organization. If power is exercised solely for the

accomplishment of personal needs, it will start to have a negative impact on

the employees as the leader might be exhibiting negative attitudes to start

with, and in the long run the organization as a brand will suffer.

The relationship between the need for achievement and the need for

power deserves special attention, particularly with regard to the selection of

leaders. People with a high need to achieve maybe extremely successful but in

few cases they may get so focused on the achievement that they forget to lead

the team in the right direction. It is said that people tend to develop certain

leadership styles from the environment that they live in and the culture that

they grow in. These styles which are derived from certain motivational drives

affect humans in their thinking pattern, actions and behaviour. There are three

drives that dominate leadership styles. These drives are Achievement

Motivation, Affiliation Motivation and Power Motivation.

Different leaders get driven by different motivational styles. In the first style,

achievement, goal setting and success is very important to these leaders. If

they are given a project, they work not just for the rewards that are associated

with it but for the challenge that the project poses. Leaders who are high on

achievement motive want to receive personal credits for their efforts. Such

leaders find it difficult to delegate work to their team members because they

often feel that they will not be able to complete the task the way they

personally would complete it. Such leaders strive for excellence and

performance. As leaders, these people expect their employees to also be

achievement driven. Affiliation motivation is a drive to relate to people on a

social basis. When you compare people with high achievement motivation in

relation to people with high affiliation motivation it is seen that the two

patterns of behaviour diverge significantly. Leaders who are high on affiliation

motivation work harder when they are complemented for their friendly attitude

and co-operation with their team. These set of people value relationship and


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tend to be sensitive. These leaders want job freedom to develop the

relationships at work place. These leaders are great while handling a team and

getting work done from each employee.

The need for Power should be carefully attended to, particularly when

selecting leaders and supervisors within the organization. It is important not to

equate the need for power with a desire to control other people or simply to be

in charge. In its positive sense, the need for power reflects a sincere

commitment to the success of the organization and not merely a subterfuge

whereby people use the organization as a means to their own self-

advancement. People who seek power in the positive sense do so because they

recognize that their influence over others can help the organization fulfill its

mission. Such people want to have a positive effect on the organization and

the people they work with. If the need for power is not attended to in an

organization and people see that they have no meaningful influence over its

destiny, their need for power will go unfulfilled and they will look elsewhere

for opportunities to play a more important role.

The third significant motivator was Creativity at 74%. Creativity for

long was assumed to be of major importance for a few specific nature of

industries like Advertising. It is only because of Edward De Bono that

‘Creativity’ became famous as a concept that could be of generic application

and a mantra for success, excellence and progress. He simply put that it’s not

about coming up with a creative idea but basically to have a creative approach

even in doing something mundane. Creativity will become increasingly

important and a requirement which will not be centered around specific

industries alone. As the Indian IT industry moves into a higher orbit, it will

have to focus greater attention on creating new solutions, technologies and

providing thought-leadership. This is very different from working within

defined boundaries or servicing existing software products. This is critical for

India's on-going success, even though only a small proportion of IT


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professionals work in such new and creative tasks. Supporting and

encouraging creativity is, therefore, essential. Facilitating this in well-defined

organizational and work structures is not easy, and is going to require

perceptive leaders and innovative organizational structures. This is a challenge

of a different type, but one that industry must take up. It should probably

dovetail this with incubation and innovation centres that may function as arms,

but very independent ones, of existing companies or may be completely new

ones. Leaders know in their gut that creativity and innovation are the lifeblood

of their organization. New ideas can lead to programs that are superior to those

that are already going on or planned in the organization and which would have

been divested or never initiated had a better idea or program come along. So,

the mission of every leader should be to search continually for ideas and

programs that are superior to the ones the organization is currently committed

to. In a word, it’s called PROGRESS.

Although creativity may not seem as important for an IT organization,

it ultimately is, the organization will need to develop creativity if the

organization desires to survive in the long run. Acknowledging creativity as

one of the 5 motivators indicates that leaders today are convinced about

cultivating it as an approach towards work rather than just a need. Ultimately,

an organization’s investment in the creativity of its employees is an

investment in its own future and survivability.

The fourth significant motivator was Recognition at 66%.

Recognition and appreciation is ingrained in human psychology and one of the

most powerful of human needs. When it comes to getting the best performance

from people - appreciation and recognition is far more effective than threats

and punishment. If the concerned person is not appreciated for the

contributions he has made, he will lose interest in work. Expressing

appreciation for a job well done doesn’t spoil people or make them


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complacent. It’s the best way to motivate continued high performance.

Expressing appreciation doesn’t have to be a time burden. In fact, when the

people around you begin performing at a consistently higher level in response

to the sincere appreciation, one will need to spend less time supervising their

work. The nature and frequency of recognition decides the impact it can have

on performance. While examining recognition at the senior levels, the

frequency might not be as important as the nature of recognition or the degree

of recognition. For example, employees at the top rung will want recognition

of that stature/standing which will do wonders to their career and subsequently

to the whole organization. Tsia is one such agency that showcases the STAR

awards to recognize technology companies that display exceptional leadership,

innovation, and commitment in developing and implementing best practices.

Recognition of this sort will certainly be appreciated by senior level

management while a small letter of appreciation or public appreciation might

be irrelevant at this career stage. Therefore it is essential to understand how

and when to use recognition to ensure that it is beneficial and meaningful.

The fifth most important motivator was Relationships at 52%. The

Need for affiliation is a term that was popularized by David McClelland

describing a person's need to feel a sense of involvement and "belonging"

within a social group; McClellend's thinking was strongly influenced by the

pioneering work of Henry Murray who first identified underlying

psychological human needs and motivational processes (1938). Need for

relationship indicates building strong emotional bonds. It means adding value

and nurturing each relationship that the person has with every other employee

within the organization. Valuing people for what they are and what they offer

to the organization goes a long way if practiced appropriately by management.

While organizations might succeed in getting the best performances from

employees through best of structures, policies rules and systems. Sometimes in


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cases of crisis it is this goodwill and strong bonds shared by employees that

help organizations deal with crisis and rise out of problems.

Out of the 5 most significant motivators discussed above, the 3 most

unfulfilled motivators at the senior level were Creativity at 48%, Recognition

at 30% and Relationships at 22 %.

This indicates that the Need for Achievement and Power have been

satisfied at the senior level. The reason why Creativity must have come as a

major unfulfilled motivator is because of the type of industry the IT belongs

to. The IT industry is more system and process oriented and leaves lesser

scope for applying creativity. When we think about creativity in organizations,

we usually focus on how to generate new ideas from as many people as

possible. But that's not all there is to it. There are lots of good ideas out there

— the key is to select, encourage, and apply the best ones. Concentrate on

execution as well as instigation, and make sure that company standards of

excellence are upheld as creative thinking is transformed into concrete

projects, programs, and products.

As discussed already, the nature of recognition plays a very important role, it

will only help in finding out what motivates people at the top. For example

some people may want to be featured in an article of a financial

newspaper/trade magazine, whereas other person might want to be interviewed

on a NDTV Profit. By providing these broad range of recognition motivator to

employees, it is not only motivating and retaining the top talent but it is also

creating a positive brand image of the organization by creating positive PR to

larger section of people which will help in the long run.

While relationships was observed as one of the important motivators at

this level, it is also an important personality attribute that people at the senior

level must exhibit to be an effective leader. The figures obtained thus clearly


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indicate that the people in the senior level have the essential personality type.

It is will help even more if the organizations create the conducive environment

for strengthening those attributes. Nurturing creativity and recognition to a

large extent is the responsibility of the management with the joint support of

the employee involved, whereas building relationships is primarily the onus of

each person, where the organization will act as a support system.

Significant Motivators and Unfulfilled Motivators- Middle Level

Management

The 5 significant motivators that were observed for the middle level

management were Achievement at 83%, Self Development - 66%, Creativity -

57%, Recognition - 56% and Friendly HR Policies - 47%.

The unfulfilled motivators that were observed for the middle level

management were Recognition - 28%, Creativity - 21% and Friendly HR

Policies - 21%.

While Achievement, Creativity and Recognition were observed as a

common set of motivators with regards to the Senior level and Middle level

management, the percentages varied significantly. Also Achievement and

Recognition will continue to remain a need and motivator at all levels. Every

employee whether a senior, middle or junior wants to succeed and wants to be

recognized for the contributions he has made. The Middle level management

attached more importance to Self Development - 66% and Friendly HR

policies - 47%.

Self development includes activities that improve awareness and

identity, develops talent and potential, enhances quality of life and contributes

to the realization of dreams and aspirations. Self-development facilitates self-


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awareness leading to self actualization which is very important for middle

level managers.

Middle managers play a vital role in an organization. So, it is important that

they are positioned for success. They are the players responsible for delivering

organizational results. They manage people, budgets, operational processes,

and support senior management's strategic initiatives. In spite of the important

role that they play, organizations do not focus as much as required for the

development of these future leaders. While few organizations offer formal

development programs in other cases middle managers are taking charge of

their development. It is therefore essential to recognize this critical role in

accomplishing the organization’s mission and to position middle level

managers well for successful functioning. Today, high-impact organizations

are recognizing the invaluable contributions of the middle layer, and the risk

they face in a shallow pool of ill-prepared middle managers, and are

committing to their development. Similarly, mid-level leaders themselves are

taking matters into their own hands and charting their own development plans.

Such programs will provide an opportunity for middle managers to gain the

required exposure, expand their perspectives and learn new areas identified as

critical for growth and leadership and take on larger roles by showing

readiness to take on the next level of responsibility.

The next critical motivator was Friendly HR Policies - 47%. It refers

to practices or arrangements in the form of formal rules and guidelines

established by an organization, to support employees and to improve the

compatibility of work and family resulting in work life balance. Friendly HR

policies go a long way in building the organization-employee bond.

Employees respect companies who understand and accommodate their

concerns/ expectations. The middle management are typically a set of

employees who have been in the organization long enough or are at a position

where they are entitled to some exemptions as far as policies or rules and


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regulations are concerned . A company that offers flexi working hours, allows

employees to work from home when a family member has suddenly taken ill

or logging into work half day for keeping up late at work the previous day are

deeply appreciated. When an employee feels he is taken care of then the

employee feels more committed to the company. Employees appreciate

companies that take good care of their people and provide a working

environment that helps them retain their identity, while proving themselves

and growing along with the company. We need companies like this that

support their employees in balancing the needs of family and working life.

The most unfulfilled motivators were Recognition - 28%, Creativity -

21% and Friendly HR Policies - 21% indicating that Achievement and Self

Development needs have been satisfied.

Recognition as a factor has been discussed already. Though, it’s

important to understand that the form of recognition and degree at which the

employee gets recognized is very different across levels. The Middle

management level employees may not be content with a letter of appreciation

but may expect an impromptu bonus or an incentive for job well done vis – a

vis a junior level employee who may feel extremely valued and useful just be

being awarded a trophy or a certificate of appreciation in presence of his

colleagues.

Creativity is the spark that makes good companies great. It’s not just

invention but also a style of corporate behavior comfortable with new ideas

and risks. Creativity is nothing more than going beyond the current

boundaries, whether those boundaries are of technology, knowledge, current

practices, social norms or beliefs. It’s not a specific personality trait and is

inbuilt in every single individual. But, in some cases creativity gets stifled

because of industries that might be very process driven.


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The motivation for creativity comes largely from the joy of doing something

that has never been done before. It is this kind of creativity that the middle

management employees thrive on as this gives them an opportunity to do

things differently that might have a larger impact on the performance.

Therefore the prevalence and the relevance of this motivator is high as by

exhibiting high levels of creativity they are also helping in acting as a role

model for the junior level management.

Out of the 47% who attributed importance to Friendly HR Policies

only 26% were satisfied. This ratio indicates that action needs to be taken to

introduce new policies or at least modify them to in order to maximize this

motivator.

Significant Motivators and Unfulfilled Motivators- Junior Level

Management

The 5 significant motivators that were observed for the junior level

management were Achievement at 85%, Self Development - 81%,

Interest/Usefulness - 60%, Recognition - 47% and Money - 45%.

The unfulfilled motivators that were observed for the junior level

management were Interest/Usefulness - 31%, Money - 23%, Recognition -

20%.

While Achievement, Self Development and Recognition were

observed as a common set of motivators with regards to the Junior level and

Middle level management, the percentages varied significantly. Also

Achievement and Recognition will continue to remain a need and motivator at

all levels. Every employee whether a senior, middle or junior wants to succeed

and wants to be recognized for the contributions he has made. The Junior level


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management specifically attached more importance to Interest /Usefulness at

60% and Money at 45%.

The Junior Management employees attribute Interest and Usefulness as

their third most important motivator but this is also the most unfulfilled

motivator. Interest/Usefulness refers to the need to work on a project, arousing

interest that makes a worthwhile contribution towards self, organization and

society adding meaning and purpose to everyday actions. It refers to the

degree of impact one or one’s role can have on the overall functioning of the

organization. The presence of this motivator leads to the psychological

satisfaction experienced by the employee who knows that the work he is doing

is important, valuable and worthwhile. That is, the individual feels he is

engaged in doing something meaningful. This experienced meaningfulness

results from using a number of different skills (skill variety in job), doing an

identifiable piece of work (task identity) and engaging in work that has a

significant impact on others (task significance). Simply put the Junior

Management level employees always want to be a part of the whole strategy,

planning and execution process but most times are pulled in only at the

execution point and also the recognition goes to the manager who planned the

whole idea and therefore it’s not surprising that the Junior management level

employees feel less important in the scheme of things. The Managers can

certainly avoid this situation by involving the juniors’ right in the beginning of

any project so that they feel more involved and committed.

The next significant motivator is Money - 45%. Money refers to the

need to be appropriately compensated financially for the services rendered.

While it’s true that Money is not the only motivator, the Junior Management

level employees do expect money forgetting the fact that it is a stage to focus

on garnering knowledge and experience. They need to keep in mind that

longer years of experience will bring in more money. The HR dept or the


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immediate managers can tackle this issue by offering smaller incentives in

order to push them to achieve their goals.

The above discussion focused on the first hypothesis with regards to

five significant motivators for each level of management. The hypothesis was

rejected as there was a difference in the nature of motivators at each level of

management. While the rating or ranking of each motivator was not a part of

the hypothesis, it was observed that the same motivator which existed at all

levels of management did vary in the percentage of its presence.

The second hypothesis stated that

2) There is no difference in the nature of motivators across

organizations.

Relevant tables and graphs have been shared below for discussion.

Organizations Motivators Accenture HCL IBM Kring Reliance

A B C D E Achievement 84% 92% 88% 90% 78%

Self development 66% 64% 70% 62% 62% Recognition 52% 52% 48% 62% 58%

Creativity 46% 40% 54% 62% 48% Power/Influence 34% 50% 44% 50% 48%

Money 36% 36% 40% 30% 50% Interest/Usefulness 48% 44% 30% 28% 38%

Relationships 48% 40% 36% 24% 28% Friendly HR Policies 22% 20% 20% 46% 32%

Safety/Security 26% 32% 34% 12% 30% Material reward &

Fringe benefits 14% 16% 18% 14% 18%

Process & Systems/Structures

22% 12% 18% 18% 10%

Table 5.10 Significance of Motivators across 5 Organizations in percentage


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1 Achievement 84%


3 Recognition 52%


5 Relationships 48%

Table 5.11

5 Significant Motivators for Accenture in Percentage

Fig. 5.11

5 Significant Motivators for Accenture in Pie Chart


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1 Achievement 92%


3 Recognition 52%



Table 5.12

5 Significant Motivators for HCL in Percentage

Fig. 5.12

5 Significant Motivators for HCL in Pie Chart


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1 Achievement 88%


3 Creativity 54%

4 Recognition 48%


Table 5.13

5 Significant Motivators for IBM in Percentage

Fig. 5.13

5 Significant Motivators for IBM in Pie Chart


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1 Achievement 90%


3 Recognition 62%

4 Creativity 62%


Table 5.14

5 Significant Motivators for Kring Tellabs in Percentage

Fig. 5.14

5 Significant Motivators for Kring Tellabs in Pie Chart


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1 Achievement 78%


3 Recognition 58%

4 Money 50%

5 Creativity / Power / Influence 48%

Table 5.15

5 Significant Motivators for Reliance in Percentage

Fig. 5.15

5 Significant Motivators for Reliance in Pie Chart


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Table 5.16

Significance of Each Motivator across 5 Organizations in percentage

Motivators Accenture HCL IBM KRING RELIANCE

A B C D E

Recognition 26% 28% 12% 26% 34%

Creativity 26% 18% 22% 18% 22%

Money 24% 16% 18% 18% 20%

Interest/Usefulness 22% 22% 12% 6% 14%

Self development 16% 6% 14% 12% 12%

Safety/Security 10% 8% 18% 4% 18%

Relationships 18% 12% 12% 10% 6%

Friendly HR Policies

16% 6% 6% 18% 12%

Process & Systems/Structures

12% 6% 12% 10% 0%

Power/Influence 4% 14% 12% 4% 4%

Achievement 4% 14% 2% 4% 10%

Material reward & Fringe benefits

6% 4% 10% 8% 4%


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Unfulfilled Motivators Fig. in Percentage

1 Recognition 26%


3 Relationships 18%

Table 5.17

Unfulfilled Motivators at Accenture in Percentage

Fig. 5.17

Unfulfilled Motivators at Accenture in Pie Chart


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1 Recognition 28%



Table 5.18

Unfulfilled Motivators at HCL in Percentage

Fig. 5.18

Unfulfilled Motivators at HCL in Pie Chart


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1 Creativity 22%


3 Recognition & Power / Influence 12%

Table 5.19

Unfulfilled Motivators at IBM in Percentage

Fig. 5.19

Unfulfilled Motivators at IBM in Pie Chart


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1 Recognition 26%

2 Creativity 18%


Table 5.20

Unfulfilled Motivators at Kring Tellabs in Percentage

Fig. 5.20

Unfulfilled Motivators at Kring Tellabs in Pie Chart


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1 Recognition 34%

2 Creativity 22%

3 Money 20%

Table 5.21

Unfulfilled Motivators at Reliance in Percentage

Fig. 5.21

Unfulfilled Motivators at Reliance in Pie Chart

It was observed that the two most significant motivators across the five

organizations were Achievement and Self Development. Four out of five

organizations gave importance to Recognition as the third most important

motivator and three out of five organizations varied in the nature of Motivators

with different degrees, except for two organizations namely – Kring Tellabs


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and IBM who shared the same set of Motivators though with variable degrees

across five Motivators.

The hypothesis therefore has been rejected with regards to three

organizations namely: Accenture, HCL and Reliance. While the hypothesis

has been accepted with regards to two organizations namely: Kring Tellabs

and Reliance as both the organizations exhibited same motivators though with

varying degree.

While this has been established by organizations, it will help to

parallely discuss the HR motivation programs that have been initiated by

organizations. Considering the nature of industry it was observed that all the

organizations focused on Training and Development of various kinds,

example, behavioural training, skill training, leadership training which has

more direct application on the job and which will improve the overall

functioning of the organization. There was also considerable importance given

to recognition motivation though the extent to which these exist might have

little impact on the employees, which is why creative methods of recognition

could help satisfy recognition motivation. The HR depts were not open to

sharing information with regards to their future motivation related

plans/programs due to confidentiality reasons. The above discussion helped

throw light on 5 significant motivators at each level for five different

organizations. The significance and nature of each motivator has been

discussed in detail.

The data obtained is a rich source of information for the HR to act on.

The HR dept must initiate a dialogue with the employees to identify what is

important for the employees with the help of the HR Profiler and find ways by

which those needs can be satisfied. By recognizing one’s needs the

management is giving them a reason to be interested in their job and be


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enthusiastic. Although the process might seem cumbersome it will be

beneficial to use the ‘Profiler’ along with the HR Dossier and the Compass

which will help in the process of identification and Action plan. If these

employees are provided with exactly what they need, they can focus on larger

role they need to play to attain success in the overall growth of the

organization.

CHATPER V RESULTS AND DISCUSSION -...

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