A STUDY ON EMPLOYEE MOTIVATION

PREFACE

The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special reference to public

sector banks is mainly conducted to identify the factors which will motivate the employees and the

organizational functions.

Management’s basic job is the effective utilization of human resources for achievements of

organizational objectives. The personnel management is concerned with organizing human

resources in such a way to get maximum output to the enterprise and to develop the talent of people

at work to the fullest satisfaction. Motivation implies that one person, in organization context a

manager, includes another, say an employee, to engage in action by ensuring that a channel to

satisfy those needs and aspirations becomes available to the person. In addition to this, the strong

needs in a direction that is satisfying to the latent needs in employees and harness them in a manner

that would be functional for the organization.

Employee motivation is one of the major issues faced by every organization. It is the major task of

every manager to motivate his subordinates or to create the ‘will to work’ among the subordinates. It

should also be remembered that a worker may be immensely capable of doing some work; nothing

can be achieved if he is not willing to work. A manager has to make appropriate use of motivation to

enthuse the employees to follow them. Hence this studies also focusing on the employee motivation

among the employees of public sector bank.

The data needed for the study has been collected from the employees through questionnaires.

Analysis and interpretation has been done by using the statistical tools and data’s are presented

through tables and charts.

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A STUDY ON EMPLOYEE MOTIVATION

ACKNOWLEDGEMENT

Preservation, inspiration and motivation have always played a key role in the success of any

venture. In the present world of cutthroat competition project is likely a bridge between theoretical

and practical working, willingly I have prepared this particular project.

First of all, I would like to thank the supreme power, the almighty god who is obviously the one who

has always directed me to work on the right path of my life. With this grace this project could become

a reality.

I feel highly delighted with the way my project report on topic “EMPLOYEE MOTIVATION WITH

REFERENCE TO PUBLIC SECTOR BANKS” has been completed.

I would like to thank Ms. PALKI SHARMA, Faculty of RBIM, to provide me the fruitful guidance to

complete the project.

Finally, I would like to thanks all the faculty members, respondents and other people whom

directly or indirectly helped me in completing the project.

SUMIT SAINI

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A STUDY ON EMPLOYEE MOTIVATION

LIST OF TABLES

Table no. Content Page no.

1 Response about the support from the hr department

50

2 Management is interested in motivating the employees

51

3 Types of incentives motivates more

52

4 Satisfaction with the present incentives schemes

53

5 Organization eagerness in recognizing and acknowledging employee’s work

54

6 Periodical increase in salary 55

7 Job security existing in the organization

56

8 Good relation with co-workers

57

9 Effective performance appraisal system

58

10 Effective promotional opportunities

59

11 Good safety measures 60

12 Performance appraisal activities are helpful

61

13 Support from the co-workers is helpful

62

14 Career development opportunities

63

15 Factors which motivates the most

64

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A STUDY ON EMPLOYEE MOTIVATION

LIST OF FIGURES

Figure No. Content Page No.

1 Response about the support from the hr department

50

2 Management is interested in motivating the employees

51

3 Types of incentives motivates more

52

4 Satisfaction with the present incentives schemes

53

5 Organization eagerness in recognizing and acknowledging employee’s work

54

6 Periodical increase in salary 55

7 Job security existing in the organization

56

8 Good relation with co-workers

57

9 Effective performance appraisal system

58

10 Effective promotional opportunities

59

11 Good safety measures 60

12 Performance appraisal activities are helpful

61

13 Support from the co-workers is helpful

62

14 Career development opportunities

63

15 Factors which motivates the most

64

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A STUDY ON EMPLOYEE MOTIVATION

CHAPTER-1

INTRODUCTION

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A STUDY ON EMPLOYEE MOTIVATION

1.1 Indian Banking Industry

The growth in the Indian Banking Industry has been more qualitative than quantitative and it is

expected to remain the same in the coming years. Based on the projections made in the "India

Vision 2020" prepared by the Planning Commission and the Draft 10th Plan, the report forecasts that

the pace of expansion in the balance-sheets of banks is likely to decelerate. The total assets of all

scheduled commercial banks by end-March 2010 is estimated at Rs 40,90,000 crores. That will

comprise about 65 per cent of GDP at current market prices as compared to 67 per cent in 2002-03.

Bank assets are expected to grow at an annual composite rate of 13.4 per cent during the rest of the

decade as against the growth rate of 16.7 per cent that existed between 1994-95 and 2002-03. It is

expected that there will be large additions to the capital base and reserves on the liability side. The

Indian Banking Industry can be categorized into non-scheduled banks and scheduled banks.

Scheduled banks constitute of commercial banks and co-operative banks. There are about 67,000

branches of Scheduled banks spread across India. The Public Sector Banks(PSBs), which are the

base of the Banking sector in India account for more than 78 per cent of the total banking industry

assets. Unfortunately they are burdened with excessive Non Performing assets (NPAs), massive

manpower and lack of modern technology. On the other hand the Private Sector Banks are making

tremendous progress. They are leaders in Internet banking, mobile banking, phone banking, ATMs.

As far as foreign banks are concerned they are likely to succeed in the Indian Banking Industry.

In the Indian Banking Industry some of the Private Sector Banks operating are IDBI Bank, ING

Vyasa Bank, SBI Commercial and International Bank Ltd, Bank of Rajasthan Ltd. and banks from the

Public Sector include Punjab National bank, Vijaya Bank, UCO Bank, Oriental Bank, Allahabad Bank

among others. ANZ Grindlays Bank, ABN-AMRO Bank, American Express Bank Ltd, Citibank are

some of the foreign banks operating in the Indian Banking Industry.

The following are the list of Public Sector Banks in India 6

A STUDY ON EMPLOYEE MOTIVATION

Allahabad Bank Andhra Bank Bank of Baroda Bank of India Bank of Maharastra Canara Bank Central Bank of India Corporation Bank Dena Bank IDBI Bank Indian Bank Indian Overseas Bank Oriental Bank of Commerce Punjab & Sind Bank Punjab National Bank Syndicate Bank UCO Bank Union Bank of India United Bank of India Vijaya Bank

List of State Bank of India and its subsidiary, a Public Sector Banks State Bank of India

o State Bank of Bikaner & Jaipur o State Bank of Hyderabad o State Bank of Indore o State Bank of Mysore o State Bank of Saurastra o State Bank of Travancore

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A STUDY ON EMPLOYEE MOTIVATION

Nationalisation of Banks in India

The nationalisation of banks in India took place in 1969 done by Mrs. Indira Gandhi the prime minister of that time. They nationalized 14 banks. These banks were mostly owned by businessmen and even managed by them.

Central Bank of India Bank of Maharashtra Dena Bank Punjab National Bank Syndicate Bank Canara Bank Indian Bank Indian Overseas Bank Bank of Baroda Union Bank Allahabad Bank United Bank of India UCO Bank Bank of India

1955 : Nationalisation of State Bank of India.

1959 : Nationalisation of SBI subsidiaries. 1969 : Nationalisation of 14 major banks. 1980 : Nationalisation of seven banks with deposits over 200 crores.

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A STUDY ON EMPLOYEE MOTIVATION

HR Practices in Public Sector Banks

The Government-appointed high-powered committee, to firm up plans for the upgradation of human resource (HR) management practices in public sector banks (PSBs), and submitted its report on March 2010.

The committee's report highlighted the huge shortage of skilled professionals in PSBs — in complex treasury businesses, risk management, IT infrastructure management, Initial Public Offering-related transactions and marketing of financial products, official sources told Business Line.

Specialised areas

According to industry estimates, currently only a fifth of the seven lakh PSB employees are managing specialised areas of banking.

This means around 5-6 lakh employees are handling routine processing activities that are becoming increasingly outmoded thanks to the advanced software and IT infrastructure.

The other major concern is that around 70-80 per cent of the senior cadre in PSBs will be exiting or retiring in the next 3-5 years, since most of the recruitment had taken place in the 1970s and 1980s.

Therefore the Committee, headed by the former Bank of Baroda Chairman, Mr A.K. Khandelwal, has been asked to come out with strategies on planning of recruitment and succession as well as retention of best performers through performance-linked incentives and grooming such officials for leadership roles.

The Committee could seek the help of international banking and HR consultants and may also look into some global findings including a report by McKinsey & Company. This is to ensure that its final recommendations enable PSBs to scale-up their HR practices so that they can compete with the best among the private and foreign banks, sources said.

The other members of the panel include Mr M. V. Nair, Chairman and Managing Director, Union Bank of India, and head of the Indian Banks' Association, Dr Deepak B. Phatak, Professor and HR specialist, IIT, Bombay; and Mr T.V. Rao, Adjunct Professor at IIM, Ahmedabad. Sources said

banking industry veteran Mr H. N. Sinor would join the Committee soon.

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1.2 Motivation

Motivation is an effective instrument in the hands of the management in inspiring the work force .It is

the major task of every manager to motivate his subordinate or to create the will to work among the

subordinates .It should also be remembered that the worker may be immensely capable of doing

some work, nothing can be achieved if he is not willing to work .creation of a will to work is

motivation in simple but true sense of term.

Motivation is an important function which very manager performs for actuating the people to work for

accomplishment of objectives of the organization .Issuance of well conceived instructions and orders

does not mean that they will be followed .A manager has to make appropriate use of motivation to

enthuse the employees to follow them. Effective motivation succeeds not only in having an order

accepted but also in gaining a determination to see that it is executed efficiently and effectively.

In order to motivate workers to work for the organizational goals, the managers must determine the

motives or needs of the workers and provide an environment in which appropriate incentives are

available for their satisfaction .If the management is successful in doing so; it will also be successful

in increasing the willingness of the workers to work. This will increase efficiency and effectiveness of

the organization .There will be better utilization of resources and workers abilities and capacities.

1.3 The concept of motivation

The word motivation has been derived from motive which means any idea, need or emotion that

prompts a man in to action. Whatever may be the behavior of man, there is some stimulus behind

it .Stimulus is dependent upon the motive of the person concerned. Motive can be known by

studying his needs and desires.

There is no universal theory that can explain the factors influencing motives which control mans

behavior at any particular point of time. In general, the different motives operate at different times

among different people and influence their behaviors. The process of motivation studies the motives

of individuals which cause different type of behavior.

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A STUDY ON EMPLOYEE MOTIVATION

Definition of Motivation

According to Edwin B Flippo, “Motivation is the process of attempting to influence others to do their

work through the possibility of gain or reward”.

Significance of Motivation

Motivation involves getting the members of the group to pull weight effectively, to give their loyalty to

the group, to carry out properly the purpose of the organization. The following results may be

expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with opportunities to fulfill

their physiological and psychological needs. The workers will cooperate voluntarily with the

management and will contribute their maximum towards the goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their skills and knowledge so

that they are able to contribute to the progress of the organization. This will also result in

increased productivity.

3. The rates of labor’s turnover and absenteeism among the workers will be low.

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

and between the workers and the management will decrease.

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

6. There will be increase in the quantity and quality of products. Wastage and scrap will be less.

Better quality of products will also increase the public image of the business.

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Motivation Process

1. Identification of need

2. Tension

3. Course of action

4. Result –Positive/Negative

5. Feed back

1.4 Theories of Motivation

Understanding what motivated employees and how they were motivated was the focus of many

researchers following the publication of the Hawthorne study results (Terpstra, 1979). Four major

approaches that have led to our understanding of motivation are Mcclelland’s Achievement Need

Theory, Behavior Modification theory; Abraham H Mallows need hierarchy or Deficient theory of

motivation, Two factor Theory.

McClelland’s Achievement Need Theory

According to McClelland’s there are three types of needs;

Need for Achievement

This need is the strongest and lasting motivating factor. Particularly in case of persons who satisfy

the other needs. They are constantly pre occupied with a desire for improvement and lack for

situation in which successful outcomes are directly correlated with their efforts. They set more

difficult but achievable goals for themselves because success with easily achievable goals hardly

provides a sense of achievement.

Need for Power

It is the desire to control the behavior of the other people and to manipulate the surroundings. Power

motivations positive applications results in domestic leadership style, while it negative application

tends autocratic style.

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Need for Affiliation

It is the related to social needs and creates friendship. This results in formation of informal groups or

social circle.

Behavioral Modification Theory

According to this theory people behavior is the outcome of favorable and unfavorable past

circumstances. This theory is based on learning theory. Skinner conducted his researches among

rats and school children. He found that stimulus for desirable behavior could be strengthened by

rewarding it at the earliest. In the industrial situation, this relevance of this theory may be found in the

installation of financial and non financial incentives.

More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase of low

standard work may also produce the desired result. However, researches show that it is generally

more effective to reward desired behavior than to punish undesired behavior.

Abraham H Maslow Need Hierarchy or Deficient theory of Motivation

The intellectual basis for most of motivation thinking has been provided by behavioral scientists, A.H

Maslow and Frederick Heizberg, whose published works are the “Bible of Motivation”. Although

Maslow himself did not apply his theory to industrial situation, it has wide impact for beyond

academic circles. Douglous Mac Gregor has used Maslow’s theory to interpret specific problems in

personnel administration and industrial relations.

The crux of Maslow’s theory is that human needs are arranged in hierarchy composed of five

categories. The lowest level needs are physiological and the highest levels are the self actualization

needs. Maslow starts with the formation that man is a wanting animal with a hierarchy of needs of

which some are lower ins scale and some are in a higher scale or system of values. As the lower

needs are satisfied, higher needs emerge. Higher needs cannot be satisfied unless lower needs are

fulfilled. A satisfied need is not a motivator.

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This resembles the standard economic theory of diminishing returns. The hierarchy of needs at work

in the individual is today a routine tool of personnel trade and when these needs are active, they act

as powerful conditioners of behavior- as Motivators.

Hierarchy of needs; the main needs of men are five. They are physiological needs, safety needs,

social needs, ego needs and self actualization needs, as shown in order of their importance.

Fig (2.1)

The above five basic needs are regarded as striving needs which make a person do things. The first

model indicates the ranking of different needs. The second is more helpful in indicating how the

satisfaction of the higher needs is based on the satisfaction of lower needs. It also shows how the

number of person who has experienced the fulfillment of the higher needs gradually tapers off.

Physiological or Body Needs: - The individual move up the ladder responding first to the

physiological needs for nourishment, clothing and shelter. These physical needs must be equated

with pay rate, pay practices and to an extent with physical condition of the job.

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Self- Actualization

Ego Needs

Social Needs

Safety Needs

Physiological Needs

A STUDY ON EMPLOYEE MOTIVATION

Safety: - The next in order of needs is safety needs, the need to be free from danger, either from

other people or from environment. The individual want to assured, once his bodily needs are

satisfied, that they are secure and will continue to be satisfied for foreseeable feature. The safety

needs may take the form of job security, security against disease, misfortune, old age etc as also

against industrial injury..

Social needs: - Going up the scale of needs the individual feels the desire to work in a cohesive

group and develop a sense of belonging and identification with a group. He feels the need to love

and be loved and the need to belong and be identified with a group. In a large organization it is not

easy to build up social relations. However close relationship can be built up with at least some fellow

workers. Every employee wants too feel that he is wanted or accepted and that he is not an alien

facing a hostile group.

Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition, respect

and prestige in the work group or work place such as is conferred by the recognition of ones merit by

promotion, by participation in management and by fulfillment of workers urge for self expression.

Some of the needs relate to ones esteem

e.g.; need for achievement, self confidence, knowledge, competence etc. On the job, this means

praise for a job but more important it means a feeling by employee that at all times he has the

respect of his supervisor as a person and as a contributor to the organizational goals.

Self realization or Actualization needs: - This upper level need is one which when satisfied provide

insights to support future research regarding strategic guidance for organization that are both

providing and using reward/recognition programs makes the employee give up the dependence on

others or on the environment. He becomes growth oriented, self oriented, directed, detached and

creative.

Two Factor Theory

Douglas McGregor introduced the theory with the help of two views; X assumptions are conservative

in style Assumptions are modern in style.15

A STUDY ON EMPLOYEE MOTIVATION

X Theory

Individuals inherently dislike work.

People must be coerced or controlled to do work to achieve the objectives.

People prefer to be directed

Y Theory

People view work as being as natural as play and rest

People will exercise self direction and control towards achieving objectives they are

committed to

People learn to accept and seek responsibility.

Types of Motivation

Intrinsic motivation occurs when people are internally motivated to do something because it either

brings them pleasure, they think it is important, or they feel that what they are learning is morally

significant.

Extrinsic motivation comes into play when a student is compelled to do something or act a certain

way because of factors external to him or her (like money or good grades)

Incentives

An incentive is something which stimulates a person towards some goal. It activates human needs

and creates the desire to work. Thus, an incentive is a means of motivation. In organizations,

increase in incentive leads to better performance and vice versa.

Need for Incentives

Man is a wanting animal. He continues to want something or other. He is never fully satisfied. If one

need is satisfied, the other need need arises. In order to motivate the employees, the management

should try to satisfy their needs. For this purpose, both financial and non financial incentives may be

used by the management to motivate the workers. Financial incentives or motivators are those which

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are associated with money. They include wages and salaries, fringe benefits, bonus, retirement

benefits etc. Non financial motivators are those which are not associated with monetary rewards.

They include intangible incentives like ego-satisfaction, self-actualization and responsibility.

INCENTIVES

Financial Incentives Non-financial incentives

- Wages and Salaries. - Competition

- Bonus - Group recognition

- Medical reimbursement - Job security

- Insurance - Praise

- Housing facility - Knowledge of result

- Retirement benefits. - Workers participation.

- Suggestion system.

- Opportunities for growth

Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink

only if it's thirsty - so with people. They will do what they want to do or otherwise motivated to do.

Whether it is to excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to

it, either by themselves or through external stimulus.

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Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for

motivation is a skill which can and must be learnt. This is essential for any business to survive and

succeed.

Performance is considered to be a function of ability and motivation, thus:

Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is a slow and long

process. On the other hand motivation can be improved quickly. There are many options and an

uninitiated manager may not even know where to start. As a guideline, there are broadly seven

strategies for motivation.

There are broadly seven strategies for motivation.

Positive reinforcement / high expectations

Effective discipline and punishment

Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

Employee Motivation

Employee motivation is the level of energy, commitment, and creativity that a company's

workers bring to their jobs. Whether the economy is growing or shrinking, finding ways to

motivate employees is always a management concern. Competing theories stress either

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incentives or employee involvement (empowerment). Employee motivation can sometimes be

particularly problematic for small businesses. The owner has often spent years building a

company hands-on and therefore finds it difficult to delegate meaningful responsibilities to

others. But entrepreneurs should be mindful of such pitfalls: the effects of low employee

motivation on small businesses can be harmful. Such problems include complacency,

disinterest, even widespread discouragement. Such attitudes can cumulate into crises.

But the small business can also provide an ideal atmosphere for employee motivation:

employees see the results of their contributions directly; feedback is swift and visible.

A smoothly working and motivated work force also frees the owner from day-

to-day chores for thinking of long-term development. Furthermore, tangible and emotional

reward can mean retention of desirable employees. People thrive in creative work environments

and want to make a difference. Ideally the work result itself will give them a feeling of

accomplishment—but well-structured reward and recognition programs can underline this

consequences.

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Building a Better Carrot

Government budgets and personnel rules can make it difficult for public managers to reward great employees with bonuses or promotions as flexibly as managers in the private sector can.  This terrific article from GovernmentExecutive.com outlines some of the creative employee recognition strategies that Federal managers have used with great success.

Metric Misgivings

The use of metrics is all the rage these days. There is no question that metrics can be extremely useful for setting goals and tracking progress. But as Bob Behn points out in this terrific column for Government Leader Magazine, metrics will really only influence employee behavior if supervisors are also doing all those other things leaders are supposed to do, such as establish a clear purpose, develop their people, provide recognition for great performance, and obtain adequate resources.  At the end of the day, goals are unlikely to be met if employees don't have the tools, knowledge and skills they need to do the work.

What's a Manager to Do?

When Jim Trinka was Director of Leadership and Organizational Effectiveness for the IRS, he conducted extensive research on what separates the IRS's most effective leaders from the rest.  Drawing on more than 1,000 360-degree evaluations of managers, Trinka determined that working on two key competency areas--"developing your staff" and "communication"--could increase leadership effectiveness by 50-60 percent.  He also found that the most effective way to develop employees is to ensure that learning is an integral part of their work.  Full of high-impact and actionable advice, every public manager should read this paper.  Also check out Dr. Trinka's Action Plan to Achieve Breakthrough Improvement in Employee Productivity and Leadership Effectiveness.

Motivation Secrets

This excerpt from John Baldoni's book Great Motivation Secrets of Great Leaders provides an excellent overview of the leadership behaviors that contribute to employee motivation.  Includes some excellent leadership stories and summarizes the framework covered in the book.

Employee Engagement

The Gallup Organization has done extensive research on the factors that cause employees to bring passion and creativity to their work.  First described in the book First, Break All the Rules, "employee engagement" goes to the heart of what differentiates great organizations from the mediocre.  The Gallup Organization has graciously allowed GovLeader.org to post several articles from the Gallup Management Journal.

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Enabling Under-Performers to Become Valued Contributors

Jean-François Manzoni and Jean-Louis Barsoux published this insightful article in the March/April 2003 issue of the Ivey Business Journal.  They describe how supervisors' low expectations can actually drive the performance of their subordinates to lower levels.   The article is based on the authors' recent book The Set-Up-to-Fail Syndrome: How Good Managers Cause Great People to Fail.  For a very content-rich online archive of articles on leadership and management, see the Ivey Business Journal's web site.

Making Creative Use of Employee Recognition Programs

Most government agencies have employee recognition programs, yet employee surveys often indicate that those programs often have little motivational effect.  This article discusses the importance of using a mix of employee recognition techniques throughout the year.  Includes free award certificate templates.

The Link Between Innovation and Motivation

Most employees have ideas about how to improve their organization.  Unfortunately, many managers fail to encourage employees to contribute their ideas--or inadvertently discourage them from doing so.  This article discusses several techniques managers can use to foster innovation in a way that can energize employees and improve your operation.

How to Lead Now

How do you motivate your employees and build loyalty when you don't have the ability to give big pay raises, bonuses or other financial incentives?  This article from the August 2003 issue of Fast Company provides several case studies about managers who inspired their employees to do great things despite the lack of financial rewards.  They did it by showing day in and day out that they care about their employees, includes a number of very inspirational stories.

EPIC: The Science and Art of Delegating

This article, from the Spring 2002 issue of the Kravis Leadership Institute's Leadership Review, provides a useful framework to help managers delegate more effectively.  The EPIC Model of Delegation provides a graduated approach to delegation (and empowerment) that addresses the fact that both "delegators" and "delegates" may be very uncomfortable with delegation until there is a strong level of trust between the supervisor and subordinate

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WHAT MOTIVATES?

One approach to employee motivation has been to view "add-ins" to an individual's job as the primary factors in improving performance. Endless mixes of employee benefits—such as health care, life insurance, profit sharing, employee stock ownership plans, exercise facilities, subsidized meal plans, child care availability, company cars, and more—have been used by companies in their efforts to maintain happy employees in the belief that happy employees are motivated employees.

Many modern theorists, however, propose that the motivation an employee feels toward his or her job has less to do with material rewards than with the design of the job itself. Studies as far back as 1950 have shown that highly segmented and simplified jobs resulted in lower employee morale and output. Other consequences of low employee motivation include absenteeism and high turnover, both of which are very costly for any company. As a result, "job enlargement" initiatives began to crop up in major companies in the 1950s.

While terminology changes, the tenets of employee motivation remain relatively unchanged from findings over half a century ago. Today's buzzwords include "empowerment," "quality circles," and "teamwork." Empowerment gives autonomy and allows an employee to have ownership of ideas and accomplishments, whether acting alone or in teams. Quality circles and the increasing occurrence of teams in today's work environments give employees opportunities to reinforce the importance of the work accomplished by members as well as receive feedback on the efficacy of that work.

In small businesses, which may lack the resources to enact formal employee motivation programs, managers can nonetheless accomplish the same basic principles. In order to help employees feel that their jobs are meaningful and that their contributions are valuable to the company, the small business owner needs to communicate the company's purpose to employees. This communication should take the form of words as well as actions. In addition, the small business owner should set high standards for employees, but also remain supportive of their efforts when goals cannot be reached. It may also be helpful to allow employees as much autonomy and flexibility as possible in how their jobs are performed. Creativity will be encouraged if honest mistakes are corrected but not punished. Finally, the small business owner should take steps to incorporate the vision of employees for the company with his or her own vision. This will motivate employees to contribute to the small business's goals, as well as help prevent stagnation in its direction and purpose.

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MOTIVATION METHODS

There are as many different methods of motivating employees today as there are companies operating in the global business environment. Still, some strategies are prevalent across all organizations striving to improve employee motivation. The best employee motivation efforts will focus on what the employees deem to be important. It may be that employees within the same department of the same organization will have different motivators. Many organizations today find that flexibility in job design and reward systems has resulted in employees' increased longevity with the company, improved productivity, and better morale.

Empowerment

Giving employees more responsibility and decision-making authority increases their realm of control over the tasks for which they are held responsible and better equips them to carry out those tasks. As a result, feelings of frustration arising from being held accountable for something one does not have the resources to carry out are diminished. Energy is diverted from self-preservation to improved task accomplishment.

Creativity and Innovation

At many companies, employees with creative ideas do not express them to management for fear that their input will be ignored or ridiculed. Company approval and toeing the company line have become so ingrained in some working environments that both the employee and the organization suffer. When the power to create in the organization is pushed down from the top to line personnel, employees who know a job, product, or service best are given the opportunity to use their ideas to improve it. The power to create motivates employees and benefits the organization in having a more flexible work force, using more wisely the experience of its employees, and increasing the exchange of ideas and information among employees and departments. These improvements also create an openness to change that can give a company the ability to respond quickly to market changes and sustain a first mover advantage in the marketplace.

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Learning

If employees are given the tools and the opportunities to accomplish more, most will take on the challenge. Companies can motivate employees to achieve more by committing to perpetual enhancement of employee skills. Accreditation and licensing programs for employees are an increasingly popular and effective way to bring about growth in employee knowledge and motivation. Often, these programs improve employees' attitudes toward the client and the company, while bolstering self-confidence. Supporting this assertion, an analysis of factors which influence motivation-to-learn found that it is directly related to the extent to which training participants believe that such participation will affect their job or career utility. In other words, if the body of knowledge gained can be applied to the work to be accomplished, then the acquisition of that knowledge will be a worthwhile event for the employee and employer.

Quality of Life

The number of hours worked each week by American workers is on the rise, and many families have two adults working those increased hours. Under these circumstances, many workers are left wondering how to meet the demands of their lives beyond the workplace. Often, this concern occurs while at work and may reduce an employee's productivity and morale. Companies that have instituted flexible employee arrangements have gained motivated employees whose productivity has increased. Programs incorporating flex-time, condensed workweeks, or job sharing, for example, have been successful in focusing overwhelmed employees toward the work to be done and away from the demands of their private lives.

Monetary Incentive

For all the championing of alternative motivators, money still occupies a major place in the mix of motivators. The sharing of a company's profits gives incentive to employees to produce a quality product, perform a quality service, or improve the quality of a process within the company. What benefits the company directly benefits the employee. Monetary and other rewards are being given to employees for generating cost-savings or process-improving ideas, to boost productivity and reduce absenteeism. Money is effective when it is directly tied to an employee's ideas or accomplishments. Nevertheless, if not coupled with other, non-monetary motivators, its motivating effects are short-lived. Further, monetary incentives can prove counterproductive if not made available to all members of the organization.

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Other Incentives

Study after study has found that the most effective motivators of workers are non-monetary. Monetary systems are insufficient motivators, in part because expectations often exceed results and because disparity between salaried individuals may divide rather than unite employees. Proven non-monetary positive motivators foster team spirit and include recognition, responsibility, and advancement. Managers who recognize the "small wins" of employees, promote participatory environments, and treat employees with fairness and respect will find their employees to be more highly motivated. One company's managers brainstormed to come up with 30 powerful rewards that cost little or nothing to implement. The most effective rewards, such as letters of commendation and time off from work, enhanced personal fulfillment and self-respect. Over the longer term, sincere praise and personal gestures are far more effective and more economical than awards of money alone. In the end, a program that combines monetary reward systems and satisfies intrinsic, self-actualizing needs may be the most potent employee motivator.

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CHAPTER – 2

REVIEW OF LITERATURE

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REVIEW OF LITERATURE

Filippo Ferrari (2010)

These study says about the dawn of managerial sciences (Maier, 1955), the basis of professional performance has set the equation; Work Performance = Competence x Motivation. Although brings back in a traditional logic of exchange employee-company, the new rights and duties on front of the company consist primarily in acquiring tools to enhance the contribution that the employee contributes individually and simultaneously put every worker to make this contribution. This paper aims to present a model of human resource management (and related instrumentation and methodology) based on two integrated factors: the development of skills of the worker and the support of his motivation to work.

Keywords: performance, competence, work motivation, human resources management.

Khem Raj (2009)

He found that the only reason behind unhealthy situations is the Workplace Stress. According to a

survey, ‘63% employees say that the job pressures interfere with their personal life and 60% say that

the job is negatively affecting their physical and emotional well-being. However, it is not true that

workplace stress is always negative. It can yield positive results also. In fact, people perform better

when they are under ‘stress’. While stress and pressure are productive for a short time, their long

time influence can affect a person’s mental, emotional and physical perspectives. Negative stress

turns out when the job is mismatched with what was really wanted, little on-the-job flexibility and no

time to relax and recover. Occupational Stress can be one of the most devastating types of stress.

Employees are not acknowledged properly by their Managers. Attitudinal problems among superiors

cause lack of communication

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Kaushik (2009)

This article says that advancements in science and technology has brought tremendous change in

the life style of people which leading to higher stresses. Stressful situation at work place, disturbs the

mental peace, weakens a person psychologically and create complexities in social and familial

relationship. The present study analyzed the stress impact on managers of a selected industry in

India. Standardized scales for stress assessment were used for estimating the stress of the subjects

from private and public sector. Results revealed that on an average the managers had low stresses.

Therefore, it was concluded that the increase or decrease of stress will have impact on quality,

quantity of work and productivity of work.

Chendrayan Chendroyaperumal (2009)

Human Resource Management has come into prominence only recently and its strategic importance

recognized only very recently. The literature on human resource management is based largely on

the western thought. The contributions to human resource management practices from India are rich

and very effective but long remained ignored by the scholars. For instance, Lord Buddha and

recently Mahatma Gandhi have all proved the effectiveness of Indian human resource practices to

the utter disbelief of the rest of the world. The aim of this paper is to highlight some of the human

resource management principles prescribed in Panchatantra (one of the ancient Indian works on

management using the case method, a method to be discovered by the West only 5000 years later!)

related to employee qualities and work, leadership, motivation, employee turnover and retention,

research and development personnel, conflicts, and employee care. It will of great interest to both

scholars and practicing human resource managers to note that the human resource management

principles found in Panchatantra are not only easily practicable but also look as if they were written

for today! Practicing these HRM principles would result in better management and utilization of

human resource and thus would enhance the efficiency and performance of the whole organization.

Ramana Nanda (2009)

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We examine whether the likelihood of entrepreneurial activity is related to the prior career experiences of an individual’s co-workers, using a unique matched employer-employee panel dataset. We argue that co workers can increase the likelihood that an individual will perceive entrepreneurial opportunities as well as increase his or her motivation to pursue those opportunities. We find that an individual is more likely to become an entrepreneur if his or her co-workers have been entrepreneurs before. Peer influences also appear to be substitutes for other sources of entrepreneurial influence: we find that peer influences are strongest for those who have less exposure to entrepreneurship in other aspects of their lives.

Thomas Zwick (2009)

This paper characterizes establishments that pay higher seniority wages than their competitors. It tests whether seniority wages are paid on the basis of agency, human capital or efficiency wage considerations. A representative linked employer employee panel and an innovative two-step estimation strategy are used to first calculate individual seniority wages taking into account that match quality biases tenure effects on wages. Then individual seniority wages are aggregated to the establishment level. Finally, the seniority wage indicator is explained by establishment characteristics. This contribution shows that large, profitable and establishments with a highly qualified workforce pay high seniority wages. Also collective bargaining coverage and works councils have a positive impact and the share of foreigners, training intensity and initial wage levels have a negative correlation with seniority wages. The results support an agency based motivation for seniority wages.

Julie Cloutier (2007)

These report tells about the more and more interest is being given to the high performance work system, which is based on the concept that employees are a major and lasting source of competitive advantages. This management model has as its goal the economic and social performance of firms through the involvement of the workers, who try to create the human resources management practices known as mobilizing (high-involvement management practices, high-commitment practices, high-performance management practices). The spread of the “high-performance” management model and the characteristics of its HR practices in the manufacturing sector have, in particular, gained the attention of researchers. However, few studies have been carried out in the service sector.

Our research contributes to the advancement of knowledge in that it is the first study of its kind to examine the “high-performance” management model in the public service sector. More precisely, it focuses on the Autonomous Service Units (ASUs) created by the Government of Quebec within the framework of its modernization policy for public management in 1999. More specifically, the objective of our qualitative research is: 1) to verify if the new management model of the Autonomous Service Units corresponds to a “high-performance” management model; 2) to identify those HR management practices which are mobilizing, and 3) to open the “black box” so as to understand better how these practices are linked to the social and economic performance of the ASUs.

In order to do so, three major analysis dimensions were selected: 1) changes implemented at the level of work organization HR practices (staffing, training, performance management, and salary); 2) attitudes of the employees and of the managers towards the ASUs, and 3) economic performance of the ASUs (ex., operating costs, production costs, service waiting periods, client satisfaction. Our

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results show that two of the four ASUs under study have the characteristics of a “high-performance” management model: the employees are committed and motivated, their level of satisfaction is very high (social performance), and the economic performance of the ASU showed exceptional growth.The results suggest the existence of two categories of HR mobilizing practices which act upon employee commitment, by means of distinct mechanisms. The first practice category concerns practices which act directly on the employees’ commitment. This involves practices linked to information sharing and those linked to employee participation in the management of the ASU. It seems that the effect of these practices is that the employees feel more responsible for the success of their unit because: 1) they know the unit’s objectives; 2) they know in what way their contribution is linked to the attainment of unit objectives, and 3) they receive regular feedback on the unit’s performance progression.

The second category of practices involves practices which indirectly raise employee commitment, by means of the influence which they have on the perceptions of organizational justice and organizational support (POS) These practices would have the effect that employees consider themselves fairly treated, and feel important and respected by the organization and have the feeling of contributing to its success. Our results show that four practices appear in this second category: 1) results-oriented performance management because this shows that the ASU recognizes the importance of the contribution of its employees; 2) work reorganization because it is interpreted as a recognition of employee expertise; 3) pertinent performance indicators and the performance evaluation process because they are a sign of fairness and of respect towards the employees, and 4) specific work-related training because this shows willingness on the part of the ASU to help employees improve their competencies so they can adapt to new work methods. These practices also have a direct effect on employee motivation and productivity.

The results also suggest that the economic and social performance of ASUs is linked to the “double coherence” of HR practices, that is to say, internal coherence and symbolic coherence. The first type of coherence refers to the configuration of practices or what one generally refers to with the term “internal fit.” It concerns the logic linking the willingness (commitment), the ability (competence), and the opportunity of acting (the structuring of work and of resources). Symbolic coherence, in turn, concerns the significance that the employees attribute to HR practices. Our results thus suggest that the symbolic content of HR practices would be an important dimension for “high-performance” management. These results have implications for both HR practice design and implementation.

Bhatia (2007)

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He found that stress is one of the cause which effects the employee productivity which in turn effect

the organization growth as well as profitability since employees are the main source of profit

generation for an organization. Day to day life is full of stress both the personal and professional

fronts. Pressure of time often results in people reporting to their workplace with migraine attacks,

body aches, mental strains etc. Stress therefore is a costly business affair, that affects two aspects-

firstly the employees health and secondly the organization’s profits. This is so if health does not

allow the body to function normally, it will lead to increase absenteeism, late comings and short

leaves in organization. So important measures must be taken at organizational level as well as

individual level in order to cope with stress.

Eric Beauchesne (2007)

The study has found that according to workers workplace stress has negatively affected them

physically or psychologically, with one in five claiming it has limited their careers. It was being found

that eight in 10 respondents experience stress in the workplace at least sometime, And 41 per cent,

including blue collar, service and professional workers, frequently experience workplace stress as a

result of work or personal experiences. Awareness of own emotions and those of coworkers can

boost employees emotional intelligence and ease work-inhibiting stress. Employers, have a major

role to play in easing workplace stress, and it's in their interest to do so. The biggest problem find in

terms of workplace stress is workloads. Employers can get more productivity out of workers by

giving them reasonable workloads. Employers should also pay attention to what goes on socially at

work because where there's good social support for workers from their colleagues, there's also more

productivity

Christoph H.Loch (2007)

Fair Process research has shown that people care not only about outcomes, but also about the 31

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process that produces these outcomes. For a decision process to be seen as fair, the people affected must have the opportunity to give input and possibly to influence the decision, and the decision process and rationale must be transparent and clear. Existing research has shown empirically that fair process enhances both employee motivation and performance in execution. However, work to date has not addressed why fair process is so often violated in practice and why, in these instances, the hoped for benefits are not pursued. This paper breaks new ground by analytically examining the subtle trade-offs involved: We develop a model of fair process in a principal agent setting, rooted in psychological preferences for autonomy and fairness. We show that indeed fair process will not always be used, and explain why the hoped for benefits may be insufficient to convince management to use fair process

Todd Saxton (2007)

The study has found the integrate research from entrepreneurship, occupational choice, and employee involvement literatures to explain what encourages participation in new corporate ventures. We propose that an employee's basic decision to participate in a corporate venture project is based on the expected utility of the project's incentive package, and that these perceptions are moderated by personal motivations to make that decision, as explained by the concept of valence in expectancy theory. We test our hypotheses through a conjoint-based experiment with 61 part-time MBA students. Our results show that venture characteristics, personal motivations, and interaction effects should be considered in designing new corporate ventures.

Keywords: Entrepreneurship

Petra Hagemann (2007)

In this study we analyze the relevance of control defined as an employer's decision to impose a minimum required effort of each employee in a team situation. We investigate whether the negative behavioral consequences of control as shown in a single-agent situation by Falk/Kosfeld (2006) also hold in an extended multiple-agents context. But instead we observe benefits of control in teams. We show that control is more effective when the number of agents increases because agents' effort decreases systematically with an increasing group size.

Keywords: Crowding-out, Motivation, Teams

Mirjana (2006)

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In his research found that stress is a misfit between the demands of the environment and the

individual's abilities, the imbalance may be corrected, according to the situation, either by adjusting

external demands to fit the individual or by strengthening the individual's ability to cope, or both. At

this point, it should be borne in mind that since stress is a multifaceted phenomenon, no simple

solution is available. Furthermore, differences in the particular circumstances of each case make it

impossible to provide a unique solution for the management of stress. In general, and regardless of

their differences, publications conclude that the ideal solution to combat stress is to prevent its

occurrence. This may be achieved by tackling the core of the problem - the cause. However, there is

no single cause of stress and the elimination of all stressors is a utopian task. Therefore, action

should be aimed at eliminating as many causes as possible, so that the action taken reduces stress

and prevents future stress. As this cannot always be achieved in the short term, it is generally

agreed that improving the ability to cope with stress is a valuable strategy in the process of

combating stress. The manual can then go on to identify a series of essential steps for the

prevention of stress. These include: stress recognition, stress assessment, anti-stress intervention,

monitoring and evaluation.

Ian Donald (2006)

The study has provided support for the relationship between well-being and productivity and has

enabled further insight into the relationship between commitment and productivity. Additionally,

although individual work stressors were included in the design, we found no direct relationship

between stressors and productivity, with the exception of resources. As discussed above, we

propose that resources have a direct impact on productivity as a result of the inability to perform

effectively without the tools of the job rather than through a stressor–stress pathway. Furthermore, in

contrast to previous studies in the area, the large sample size and mix of occupations included in the

research means the results can be viewed as generalizable to other employee groups.

Marco van praag (2004)         This paper studies wage structure characteristics and their consequent incentive effects empirically. Based on personnel records and an employee survey, we provide evidence that wages are attached

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to jobs and that promotions play a dominant role as a wage determinant. Our findings indicate furthermore that a promotion affects both intrinsic and extrinsic motivation significantly, though in two different ways: an expected promotion increases extrinsic motivation whereas intrinsic motivation is highest subsequent to a realized promotion. The relationship between extrinsic motivation and expected promotions implies that promotions have a clear incentive effect, consistent with a key - not yet tested - assumption of the tournament model.

Keywords: Promotions, incentives, tournament model, internal labor market, extrinsic motivation, intrinsic motivation

Kees Cools (2003)

The study tells about the design and implementation of a performance measurement and compensation system can strongly effect the motivation of employees. We find that the employee's perception of the compensation system influences the motivation of agents. Our survey results demonstrate a significant positive relationship between the perceived characteristics of the compensation system and extrinsic motivation. Intrinsic motivation is not affected by the design of the monetary compensation system, but is affected by promotion opportunities. The compensation system also significantly affects other indicators of motivation, namely work satisfaction and turnover intent. Further research could extend these results by investigating the relationship between extrinsic and intrinsic motivation on the one hand and individual and company performance on the other.

Keywords: Performance measurement, Compensation, Promotions, Intrinsic Motivation, Extrinsic Motivation

Tor Eriksson (2002)

Assuming that people care not only about what others do but also on what others think, we study respect as a non-monetary source of motivation in a context where the length of the employment relationship is endogenous. In our three-stage gift-exchange experiment, the employer can express

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respect by giving the employee costly symbolic rewards after observing his level of effort. This experiment sheds light on the extent to which symbolic rewards are used, how they affect employees' further effort, the duration of relationships, and the profits of employers. Furthermore, we study whether employers' decisions to give symbolic rewards are driven by strategic considerations, by manipulating the bargaining power of employers and employees. We find that employers make use of symbolic rewards and chiefly to express their satisfaction with the employee. Indeed, symbolic rewards are more frequently used when there is excess supply of labor in the market while they are used in almost the same proportion when the market is balanced and when there is excess demand of labor. They are associated with higher profits and increased probability of continuing employment relationships.

Keywords: respect, symbolic rewards, incentives, labor market, experiment

Raj Aggarwal (2001)

This paper reviews the strategic nature of open book 'financial' management (hereafter referred to as open book management) in optimizing an organizations return on human capital and illustrates it using Manco Inc., as a case study. The challenges and advantages of implementing open book management to improve financial performance and employee motivation are described briefly, as are some suggested procedures and steps to facilitate the implementation of open book management. Open book management is seen as being useful in minimizing agency costs as it reduces the degree of asymmetry in the information available to managers and employees especially in non-public multi-divisional public companies.

Keywords: Open book management, Financial management, Financial performance

Laura Leete (2000)

In this paper, it is argue that because non profit organizations rely disproportionately on intrinsically motivated employees, they provide a particularly interesting context for examining the relationship between wage dispersion and employee motivation. If certain hypotheses put forth in the literature on psychology and employee motivation are correct, then wage dispersion should be less apparent in the nonprofit sector than in the for-profit sector. I examine labor market data from the 1990 US Census on nonprofit and for-profit employees and find a strong link between wage equity and sector of employment. This finding is supportive of the view that wage equity is related to worker motivation. Alternative explanations for the observed wage patterns are examined and rejected.

Keywords: Wage equity, Worker motivation, Nonprofit institutions

Frank Richardson (1995)

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His study observed a revolution in employee’s satisfaction at the Royal bank of Scotland. He states

how, since the mid-1980s, the RBS has become the most progressive and fastest growing

organization in the world, through and has also helped its employee take over the stress level.

Paul (1995)

The study states the Japanese typically demand much higher levels and quality of employment than

expected elsewhere in the world. They want to do the work at place where they are respected and

are cared, least they care is about the monitory aspect.

Viswanatha Sankara Rama Subramaniam (1985)

1. CRUSHED FLOWER

The study tells of Shrimathi Indira Gandhi had a special affinity to the Rose, particularly the dark-pink variety. This, probably she inherited from her father, late Shri. Jawaharlal Nehru, the Freedom Fighter, one of the founders of the Indian National Congress Party and the first Prime Minister of India. After her downfall in 1977, she formed her own party in the name of Indira Congress. Most of the intellects in India shifted their loyalty and membership to her congress, from traditional National Congress, which won the freedom for India.

A by-election held in Chikmagalore constituency, located in Karnataka state in India, seated her back on the benches of the Parliament in New Delhi, during 1980.

During the post-defeat period, she made frequent visits to the Karnataka State, a stronghold of her congress, under the Chief Ministership of Shri Gundu Rao. During all these visits, she preferred to have the Congress sessions in Lal Baugh (Flower Garden), the central botanical attraction in Bangalore, the Garden city of India, and the Capital of Karnataka State.

My duties as one of her Honorary Socio-economic Development Consultant, also included the selection and presentation of a Rose of pre-defined dark pink colour, with specified dimensions, well formed petal structures, and a selected fragrance, to her, on the arrival for any meeting or work gathering. This, I presume, was to tune her mood for successful conducting of the Congress sessions.

On Tuesday the October 30, 1984, the stains of her own blood adorned her chest, in the place where there was a dark pink Rose. Her own body-guards stained her body in gruesome dark pink colour. The flower had been crushed.

Crushing a flower cannot bring an end to its botanical characteristics. This only assisted to spread its fragrance around. The spreading of fragrance could motivate more people towards Peace and

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Productive thoughts, and promote their effects. So are the Indira's indefatigable qualities. The fragrance of her qualities and achievements will not only spread, assist and optimise the development of India, but are also sure to guide all the developing Third World nations.

The flower has been crushed, but the fragrance will surely spread.

2. CONSTRUCTIVE ECONOMIST

My first association with Indira Gandhi in 1972, planted an innovative seed on my Economic thoughts and Management practices. She said that the laws of demand and supply, or the impact of the propensity to consume, or even the break-even pricing strategy are not needed, if one has to really contribute towards a dramatic up-liftment in the public standard of living, and motivate techno-commercial innovations in the country. She believed that correct computation and monitoring of the only two basic Public Consumption Ratios are sufficient for this purpose.

The first was a Monthly Ratio of the average food expense to the net disposable income of a house hold in each representative economic region of the country. The smaller this ratio, she said, the greater the contribution to the Biological Motivation of the population. The inference was that a region with households spending 20 percent of their disposable income to get a full and nutritious family meal, could divert their thoughts and actions towards more productive works, than a region with house holds spending 50 percent or more of their income for the same. The moral was that People who could not eat well, naturally could not aim high.

The second one was the Yearly ratio of average clothing cost to meet their satisfactory requirements to the net disposable income of a household in each representative economic region. The lesser the cost of quality clothes as the years progress she said, the greater the achievement on Public sociological motivation. The moral was that People who cannot clothe themselves well, cannot mingle well in society, and cannot learn better skills.

I suggested that an assessment of the housing needs of the people is also equally essential, as shelter forms part of the Group settlement and harmony. Her answer was that if the Government could take care of the first two ratios, then the motivation and the skills of the public will generate enough funds for the government to take care of this Capital investment in housing. This could be either leased or assigned to the people, depending upon their level in the social strata.

3. ACTION ORIENTED PLANNER

In 1974, when she was booming with her un-challengable majority in the Indian Parliament, Mrs.Gandhi enunciated a simplified version of a Dynamic Socio-economic Development programme. She named it as a 20 Point Programme. She believed that if the country could effectively implement, monitor, and evaluate the impact of these 20 Socio-economic guidelines, then the country will prosper, and could easily break-out of the shell of its developing status.

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Mr. Murli Deora, a strong Indira Gandhi supporter, and the leader of the opposition in Bombay Municipal Corporation, who later became the Mayor of the city of Bombay, recommended that I should take charge as the Honorary Computer Systems Consultant to appraise the implementation of the 20 point programme. This assignment necessitated my in-depth involvement in the data collection, recording, retrieval, tabulation, and setting action-guidelines with reference to the 20 Point programme.

I found that Mrs. Gandhi's 20 Point Programme was an expanded and an implementable version of her Two-points economic thoughts of 1972. In summary, this programme included:

4 Points for Agriculture and Urban land ceiling, Equi-distribution of wealth, Minimum agricultural wages, and Expansion in irrigation schemes.

3 Points for Worker's participation in industry, national apprenticeship scheme, and relief from Bonded labour.

3 Points for eradication of Tax evasion, Economic offences, and Smuggling activities.

2 Points for the Procurement, Distribution, and Price control on Essential commodities, with Economy in Government expenditure.

2 Points for the development of Handloom sectors, Improvement in the supply of Quality cloth.

2 Points for the Provision of housing, and Relief from indebtedness of the weaker sections of the society; and 1 Point each for accelerating the Power generation with Liberalised investment, Optimum use of import licenses, Speedy goods transportation on national level, and Books, Stationery, Food commodities supplied to schools at subsidised rates. (Total 4 Points)

This programme was implemented during 1974-1975, which coincided with the final phase of my Doctoral work, in the faculty of Management (Jamnalal Bajaj Institute of Management Studies, University of Bombay, India). The extraction of the features of the 20 Point Programme, and testing my hypotheses with reference to these Socio-Economic guidelines, introduced a remarkable and practical dimensions to my six final publications and open-house presentations.

The comments on my work by the Manchester Business School (UK), The International Federation for Purchasing and Materials Management (London), and Indian Association of Personnel Management (Bombay), substantiated the practicability of Shrimathi. Indira Gandhi's 20 Point Socio-Economic Development programme.

However Mrs. Gandhi was not feeling comfortable in the Parliament during 1976, particularly because of the Judgement from the Allahabad High Court, making her electoral success null and void.

Believing in the Expected success of her 20 Point Programme; and the unshakable faith in the power of the people; the need for an opportunity to clean the public life of confusion; and to uphold the fair name of India as a land committed to the path of reconciliation, peace and progress, she advised the President of India to dissolve the Parliament and order fresh elections, even though she could have

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legally continued for about another 15 months.

Contradictory to her expectation that 1977 will prove to be a year of added stability, strength, and continued achievement, she and her Parliamentary supporters were completely routed in the elections. That was the fate of her ingenious 20 point Programme, in the hands of the Indian masses.

Simultaneously, the then nationalised Multi-national petroleum company, which was my employer upto 1976, acquired inefficiency and lacked productivity orientation. I decided at that juncture, the time was right for me to explore my talents in the Petro-dollar rich Middle-East region.

My exposure to the Management Decision methodology during 1977-1979, in a different Socio-Economic setup at Qatar, my involvement in a US Embassy sponsored Computer Technology workshop in Bahrain, and synchronisation of the inventory control system with online entry/enquiry features to the agent of General Motors in Qatar, gave opportunity to adopt Modern techniques to effectively evaluate the results of the 20 Point Programme.

When I returned to India, and participated in her Congress meeting held in the Glass house, at Lal Baugh, Bangalore, on July 15, 1979, Mrs. Gandhi was keen to evaluate the Socio-Economic impact of her 20 Point Programme in Karnataka State.

Accordingly, I programmed the evaluation logic in the computers of the Karnataka State Government Computer Centre. Presentation of these analysis, and the associated proven Socio-Economic Development impact in a systematic fashion was one of the factors to bring her back to power in 1980, with absolute majority in the Parliament.

Her absence from power during 1977-1979, and her reinstatement in 1980, could be credited to her action oriented plan, and her devotion to their effective implementation.

4. PRODUCTIVITY OPTIMIST

Indian Politicians will never attempt to antogonise the labour class, particularly by interfering with worker's bonuses. This is because the labour vote is vital and majority in industrial regions, bonus is invariably the issue of industrial disputes, and a hard labour-management negotiation tool. Shrimathi. Indira Gandhi used to express a different opinion on this matter.

Her view was that in the political arena, one should choose whether to antagonise the future of the 39

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Country at a Macro level, or to satisfy a group at a Micro level. We shall have only one goal, and that is to build Social and Economic justice.

On November 10, 1976, while inaugurating the National Convention on Productivity, held in New Delhi, she declared that Industries should think in terms of long-term productivity agreements by giving incentives to labour, in place of the old and illogical bonus system.

In all Manufacturing sectors, efficiency and productivity alone could decide their continued corporate existence, increased profitability and enhancement in employment opportunities. However, through research, I found that Corporate Productivity is related to the Employee performance appraisal system, and linked through the infra-structure Management Systems. It implies that a corporate sector, before expecting an improved productivity and efficiency from their workers, has to provide a satisfactory appraisal system for their workers on the one hand, and ensure the presence of adequate technical and other management systems to enable the workers to perform their expected duties on the other hand.

When I communicated these implications on Productivity to Shrimathi. Indira Gandhi, she replied that The term Productivity has three implications. In a work level, it upgrades the skills and the efficiency of individuals; in a corporate level, it aids cost reduction; and in a national level, it increases the supply of goods at Socially acceptable Quality as well as at Economically justifiable prices. Given these three identifiable characteristics for the term Productivity, then the workers should be happy to accept this as a commitment to the society where they live; and as a contribution to the nation, where they cherish. Also, it is the duty of the manufacturing sectors to ensure the presence of all requirements to enable their workers to achieve the endeavor, to which they are committed.

This provided a new dimensional insight for me to link the Socio-Economic Development, Productivity, and the Management Decision process, through Mathematical Modeling techniques. Accordingly, my redefinition of Productivity was the ratio of Socio-Economic goals to Input as well as Output, given a favorable ratio of Output to Input. This new model, which modified the traditional concept of productivity as a mere material ratio of Output to Input, originated my post-Doctoral research work on A solution model for Intangible Components in Management Decision process, and the associated ten publications.

Her optimism on Productivity raised India to one of the top ten industrial nations, upgraded the Indian professionals to the top third accredited international standards; and achieved a remarkable level of Self-sufficiency, irrespective of the often repeated confrontations in India, such as Rural versus Urban, Agriculture versus Industry, Labour versus Capital, and the Individual versus the Nation.

5. THE LESSON

Shrimathi. Indira Gandhi was free, fearless, and clear in her thoughts and actions. She upgraded the value of the life of the Common Man in India, and left a wealth of Souci-Economic Development know-how, which will be useful to all the Third World Developing nations.

As she declared a day before her assassination, Even if I die in the service of this nation, I would be proud of it. Every drop of my blood, I am sure, will contribute to the growth of this nation, and make it strong and dynamic.

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The flower has been crushed, and I am sure that the fragrance will surely spread and contribute to the growth of the nation, and make it strong and dynamic.

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CHAPTER-3

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY

Research is a systematic method of finding solutions to problems. It is essentially an investigation, a

recording and an analysis of evidence for the purpose of gaining knowledge. According to Clifford

woody, “research comprises of defining and redefining problem, formulating hypothesis or suggested

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solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to

determine whether they fit the formulated hypothesis”1

OBJECTIVES OF THE STUDY

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

the employee’s performance.

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

3. To learn the employee’s satisfaction on the interpersonal relationship exists in the

organization.

4. To provide the practical suggestion for the improvement of organization’s performance.

RESEARCH DESIGN

It is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy procedure. It constitutes the blueprint for the collection, measurement and analysis of data.

In brief, research design must, at least, contain-a) A clear statement of the research problem;

b) Procedures and Techniques to be used for gathering information;

c) The population to be studied;

d) Methods to be used in processing and analyzing data.

Nature of Research

1

43

A STUDY ON EMPLOYEE MOTIVATION

Descriptive research, also known as statistical research, describes data and characteristics about

the population or phenomenon being studied. Descriptive research answers the questions who,

what, where, when and how.

Although the data description is factual, accurate and systematic, the research cannot describe

what caused a situation. Thus, descriptive research cannot be used to create a causal

relationship, where one variable affects another. In other words, descriptive research can be said

to have a low requirement for internal validity.

Methods of Data Collection

The data’s were collected through Primary and secondary source.

Primary Sources

Primary data are in the form of “raw material” to which statistical methods are applied for the purpose

of analysis and interpretations.

The primary sources are discussion with employees, data’s collected through questionnaire.

Questionnaire

A well defined questionnaire that is used effectively can gather information on both overall

performance of the test system as well as information on specific components of the system. A

structured questionnaire was carefully prepared and specially numbered. The questions were

arranged in proper order, in accordance with the relevance.

Secondary Sources

Secondary data’s are in the form of finished products as they have already been treated statistically

in some form or other.

The secondary data mainly consists of data and information collected from records, websites and

also discussion with the management of the organization. Secondary data was also collected from

journals, magazines and books.

Sample

A finite subset of population, selected from it with the objective of investigating its properties called a

sample. A sample is a representative part of the population. A sample of 100 respondents in total

44

A STUDY ON EMPLOYEE MOTIVATION

has been randomly selected. The response to various elements under each questions were totaled

for the purpose of various statistical testing.

Sampling Design

A sample design is a finite plan for obtaining a sample from a given population. Simple random

sampling is used for this study.

Universe

The universe chooses for the research study is the employees of public sector banks in Jalandhar.

Sample Size

Number of the sampling units selected from the population is called the size of the sample. Sample

of 100 respondents were obtained from the population.

Sampling Procedure

The procedure adopted in the present study is probability sampling, which is also known as chance

sampling. Under this sampling design, every item of the frame has an equal chance of inclusion in

the sample.

SIGNIFICANCE OF THE STUDY

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A STUDY ON EMPLOYEE MOTIVATION

The study is intended to evaluate motivation of employees in the organization. A good motivational

program procedure is essential to achieve goal of the organization. If efficient motivational

programmes of employees are made not only in this particular organization but also any other

organization; the organizations can achieve the efficiency also to develop a good organizational

culture.

Motivation has variety of effects. These effects may be seen in the context of an individual’s physical

and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in

more than one way. This helps in retaining and nurturing the true believers “who can deliver value to

the organization. Proliferating and nurturing the number of “true believers” 2is the challenge for future

and present HR managers.

This means innovation and creativity. It also means a change in the gear for HR polices and

practices. The faster the organizations nurture their employees, the more successful they will be.

The challenge before HR managers today is to delight their employees and nurture their creativity to

keep them a bloom.

This study helps the researcher to realize the importance of effective employee motivation. This

research study examines types and levels of employee motivational programmes and also discusses

management ideas that can be utilized to innovate employee motivation. It helps to provide insights

to support future research regarding strategic guidance for organizations that are both providing and

using reward/recognition programs.

SCOPE OF RESEARCH

2

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A STUDY ON EMPLOYEE MOTIVATION

The present study on employee motivation helps to get clear picture about the factors which

motivates the employees. This in turn helps the management to formulate suitable policy to motivate

the employees. Hence, the motivational level of the employees may also change.

The factors that motivate the employees may change with change in time because the needs of

employees too change with change in time. So continuous monitoring and close observation of

factors that motivate the employees is necessary to maintain a competent work force. Only with a

competent work force an organization can achieve its objective. Moreover, human resource is the

most valuable asset to any organization. A further study with in dept analysis to know to what extent

these factors motivate the employees is required.

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A STUDY ON EMPLOYEE MOTIVATION

LIMITATIONS OF THE STUDY

The limitations of the study are the following

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

be accurate.

The sample taken for the study was only 100 and the results drawn may not be accurate.

Since the organization has strict control, it acts as another barrier for getting data.

Another difficulty was very limited time-span of the project.

.

48

A STUDY ON EMPLOYEE MOTIVATION

CHAPTER – 4

ANALYSIS AND INTERPRETATION

49

A STUDY ON EMPLOYEE MOTIVATION

4. ANALYSIS AND INTERPRETATION OF DATA

1. Response about the support from the HR department

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Highly satisfied 36 36

2 Satisfied 58 58

3 Neutral 6 6

4 Dissatisfied 0 0

5 Highly satisfied 0 0

Total 100 100

(Table 4.1)

(Figure 4.1)

INTERPRETATION

The figure shows that 36% of the respondents are highly satisfied,58% of the respondents are

satisfied, 6% are neutral with the support they are getting from the HR department.

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A STUDY ON EMPLOYEE MOTIVATION

2. Management is interested in motivating the employees

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 54 54

2 Agree 40 40

3 Neutral 6 6

4 Disagree 0 0

5 Strongly Disagree 0 0

Total 100 100

(Table 4.2)

Management is interested in motivating the employees

54

40

30 0

0

10

20

30

40

50

60

StronglyAgree

Agree Netural Disagree StronglyDisagree

Series1

(Figure 4.2)

INTERPRETATION

The figure shows that 54% of the respondents are strongly agree that management is interested in

motivating employees, 40% agrees with it, whereas 6% is neutral.

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A STUDY ON EMPLOYEE MOTIVATION

3. The type of incentives motivates you more

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Financial Incentives 30 30

2 Non financial Incentives 18 18

3 Both 52 52

Total 100 100

(Table 4.3)

The type of incentives motivates you more

30%

18%

52%

Financial Incentives

Non Financial Incentives

Both

(Figure 4.3)

INTERPRETATION

The table shows that 52% of the respondents are expressing that both financial and non financial

incentives will equally motivate them, 30% are with financial and 18% are with non financial

incentives.

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A STUDY ON EMPLOYEE MOTIVATION

4. Satisfaction with the present incentives scheme

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Highly satisfied 36 36

2 Satisfied 58 58

3 Neutral 6 6

4 Dissatisfied 0 0

5 Highly dissatisfied 0 0

Total 100 100

(Table 4.4)

Satisfaction with the present incentives provided by the organization

36%

58%

6%0% 0%

0%

10%

20%

30%

40%

50%

60%

70%

HighlySatisfied

Satisfied Netural Dissatisfied highlyDissatisfied

(Figure 4.4)

INTERPRETATION

The table shows that 58% of the respondents are satisfied with the present incentive scheme of the

organization, 36% are highly satisfied whereas 6% are neutral.

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A STUDY ON EMPLOYEE MOTIVATION

5. The company is eagerness in recognizing and acknowledging employee’s work

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 36 36

2 Agree 58 58

3 Neutral 6 6

4 Disagree 0 0

5 Strongly Disagree 0 0

Total 100 100

(Table 4.5)

Eagerness of the company in acknowledging the work of employees

36%

58%

6%0% 0%

0%

10%

20%

30%

40%

50%

60%

70%

StronglyAgree

Agree Netural Disagree StronglyDisagree

(Figure 4.5)

INTERPRETATION

From the study, 58% of employees agreed that the company is eager in recognizing and

acknowledging their work, 36% strongly agreed and only 6% showed neutral response.

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A STUDY ON EMPLOYEE MOTIVATION

6. Periodical increase in salary

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 24 24

2 Agree 46 46

3 Neutral 6 6

4 Disagree 18 18

5 Strongly Disagree 6 6

Total 100 100

(Table 4.6)

Periodical increase in salary

24%

46%

6%

18%

6%

0%5%

10%

15%20%25%30%35%

40%45%50%

StronglyAgree

Agree Netural Disagree StronglyDisagree

Series1

(Figure 4.6)

INTERPRETATION

The table shows 46% of employees agree that there is a periodical increase in the salary, 24% are

strongly agreed, 18% disagree while 6% each disagree and strongly disagree with it.

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A STUDY ON EMPLOYEE MOTIVATION

7. Job Security existing in the company.

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 30 30

2 Agree 36 36

3 Neutral 22 22

4 Disagree 6 6

5 Strongly Disagree 6 6

Total 100 100

(Table 4.7)

Job security exist in the company

30%

36%

22%

6% 6%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Strongly Agree Agree Netural Disagree Strongly Disagree

(Figure 4.7)

INTERPRETATION

The table shows that 35% of employees agree with good job security exist in the company, 30%

strongly agree, 22% are neutral while 6% each disagree and strongly disagree with it.

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A STUDY ON EMPLOYEE MOTIVATION

8. Good relations with the co-workers.

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 30 30

2 Agree 54 54

3 Neutral 16 16

4 Disagree 0 0

5 Strongly Disagree 0 0

Total 100 100

(Table 4.8)

Good relations with co-workers

30%

54%

16%

0% 0%0%

10%

20%

30%

40%

50%

60%

Strongly Agree Agree Netural Disagree Strongly Disagree

(Figure 4.8)

INTERPRETATION

The table shows 54% of the respondents agree that they have good relations with co-workers, 30%

strongly disagree whereas 16% are neutral.

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A STUDY ON EMPLOYEE MOTIVATION

9. Effective performance appraisal system.

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 20 20

2 Agree 46 46

3 Neutral 16 16

4 Disagree 12 12

5 Strongly Disagree 6 6

Total 100 100

(Table 4.9)

Effective performance appraisal system.

20%

46%

16%12%

6%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Strongly Agree Agree Netural Disagree Strongly Disagree

(Figure 4.9)

INTERPRETATION

The table shows 46% of the respondents agree to effective performance appraisal system, 20%

strongly agree with it, 16% are neutral while 12% disagree with it, whereas 6% strongly disagree with

it.

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A STUDY ON EMPLOYEE MOTIVATION

10. Effective promotional opportunities in present job,

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 18 18

2 Agree 52 52

3 Neutral 18 18

4 Disagree 6 6

5 Strongly Disagree 6 6

Total 100 100

(Table 4.10)

18%

52%

18%

6% 6%

0%

10%

20%

30%

40%

50%

60%

StronglyAgree

Agree Netural Disagree StronglyDisagree

Effective promotional opportunities in present job

(Figure 4.10)

INTERPRETATION

The table shows 52% of the respondents agree with effective promotional opportunities in their

present job, 18% each strongly agree and neutral whereas 6% each disagree and strongly disagree

with it.

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A STUDY ON EMPLOYEE MOTIVATION

11. Good safety measures existing in the organization.

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 30 30

2 Agree 46 46

3 Neutral 6 6

4 Disagree 12 12

5 Strongly Disagree 6 6

Total 100 100

(Table 4.11)

30%

46%

6%

12%

6%

0%5%

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

StronglyAgree

Agree Netural Disagree StronglyDisagree

Good safety measures existing in the organization.

(Figure 4.11)

INTERPRETATION

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

bank, 30% strongly agree with it while 12% disagree whereas 6% each neutral and strongly disagree

with it.

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A STUDY ON EMPLOYEE MOTIVATION

12. Performance appraisal activities are helpful to get motivated.

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 18 18

2 Agree 46 46

3 Neutral 12 12

4 Disagree 6 6

5 Strongly Disagree 18 18

Total 100 100

(Table 4.12)

Performance appraisal activities are helpful to get motivated

18%

46%

12%

6%

18%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Strongly Agree Agree Netural Disagree Strongly Disagree

(Figure 4.12)

INTERPRETATION

The table shows 46% of the respondents agree that the performance appraisal activities are helpful

to get motivated, 18% each strongly agree and strongly disagree, 12% are neutral and 6% disagree

with it.

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13. Support from the co-worker is helpful to get motivated

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 24 24

2 Agree 58 58

3 Neutral 0 0

4 Disagree 12 12

5 Strongly Disagree 6 6

Total 100 100

(Table 4.13)

Support from the co-worker is helpful to get motivated

24%

58%

0%

12%6%

0%

10%

20%

30%

40%

50%

60%

70%

Strongly Agree Agree Netural Disagree Strongly Disagree

(Figure 4.13)

INTERPRETATION

The table shows 58% of the respondents agree that the support from the co-worker is helpful to get

motivated, 24% strongly agree with it whereas 12% disagree and 6% strongly disagree with it.

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14.Career development opportunities are helpful to get motivated

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 20 20

2 Agree 52 52

3 Neutral 4 4

4 Disagree 8 8

5 Strongly Disagree 16 16

Total 100 100

(Table No.4.14)

20%

52%

4%8%

16%

0%

10%

20%

30%

40%

50%

60%

StronglyAgree

Agree Neutral Disagree StronglyDisagree

(Figure 4.14)

INTERPRETATION

The table shows 52% of the respondents agree that the career development opportunities are

helpful to get motivated, 20% strongly agree , 16% are strongly disagree with it, 8% disagree with it

and 4% are neutral.

15.Factors which motivates you the most. 63

A STUDY ON EMPLOYEE MOTIVATION

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Salary increase 42 42

2 Promotion 30 30

3 Leave 6 6

4 Motivational talk 10 10

5 Recognition 12 12

Total 100 100

(Table 4.15)

42%

30%

6%

10%12% Salary increase

Promotion

Leave

Motivational talk

Recognition

(Figure 4.15)

INTERPRETATION

The table shows that the 42% of the respondent is responding that increase in salary will motivate them the most, 30% are with promotion,12% are with recognition, 10% with motivational talk whereas 6% think that leave factor motivates the most.

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CHAPTER - 5

FINDINGS AND SUGGESTIONS

SUMMARY

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This document aims at providing employees and management members with the information that

can be beneficial both personally and professionally. Every business enterprise has multiple

objectives including of adequate profit for payment of a reasonable rate of return to the owners and

for investment in business through satisfaction of customers, maintenance of a contended workforce

and creation of a public image. The basic job of management of any business is the effective

utilization of available human resources, technological, financial and physical resources for the

achievement of the business objectives.

This project entitled as “Employee motivation” was done to find out the factors which will motivate

the employees. The study undertakes various efforts to analyze all of them in great details. The

researcher in this project at the outset gives the clear idea of the entire department existing in the

company. From the study, the researcher was able to find some of the important factors which

motivate the employees. Factors like financial incentives and non financial inventive, performance

appraisal system, good relationship with co-workers, promotional opportunities in the present job,

employee participation in decision making are very much effect the level employee motivation. It is

also clear from the study that the company is so eager in motivating their employees and their

present effort for it so far effective.

The human resources can play an important role in the realization of the objectives. Employees work

in the organization for the satisfaction of their needs. If the human resources are not properly

motivated, the management will not be able to accomplish the desired results. Therefore, human

resources should be managed with utmost care to inspire, encourage and impel them to contribute

their maximum for the achievement of the business objectives.

FINDINGS

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A STUDY ON EMPLOYEE MOTIVATION

The findings of the study are follows

There is a harmonious relationship exist in the organization between employees and

management.

The employees are really motivated by the management.

The employees are satisfied with the present incentive plan of the company.

Most of the workers agreed that the company is eager in recognizing and acknowledging their

work.

The study reveals that there is a good relationship exists among employees.

The company is providing good safety measures for ensuring the employees safety.

The study reveals that increase in the salary will motivates the employees more.

The incentives and other benefits will influence the performance of the employees.

SUGGESTIONS

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A STUDY ON EMPLOYEE MOTIVATION

The suggestions for the findings from the study are follows

Most of the employees agree that the performance appraisal activities are helpful to get

motivated, so the company should try to improve performance appraisal system, so that they

can improve their performance.

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

of the employees.

Organization should give importance to communication between employees and gain co-

ordination through it.

Skills of the employees should be appreciated.

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

improvement.

If the centralized system of management is changed to a decentralized one, then there would

be active and committed participation of staff for the success of the organization

CONCLUSION

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A STUDY ON EMPLOYEE MOTIVATION

The study on employee motivation highlighted so many factors which will help to motivate the

employees. The study was conducted among 100 employees and collected information through

structured questionnaire. The study helped to findings which were related with employee

motivational programs which are provided in the organization.

The performance appraisal activities really play a major role in motivating the employees of the

organization. It is a major factor that makes an employee feels good in his work and results in his

satisfaction too. The organization can still concentrate on specific areas which are evolved from this

study in order to make the motivational programs more effective. Only if the employees are properly

motivated- they work well and only if they work well the organization is going to benefit out it. Steps

should be taken to improve the motivational programs procedure in the future. The suggestions of

this report may help in this direction.

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CHAPTER - 6

BIBLIOGRAPHY

BIBLIOGRAPHY

JOURNALS

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A STUDY ON EMPLOYEE MOTIVATION

1. Filippo Ferrari (2010), “A Two-Side Model for Human Resources Management”,

Department of Business Economics, Munich Personal Repec Archive Paper No. 26915

2. Khem Raj (2009), “Employee Retention And Motivation”

3. Kaushik (2009), “Recognition is greatest motivator” Employee Benefits”

4. Chendrayan Chendroyaperumal (2009), “Best Human Resource Management”

5. Ramana Nanda (2009), “Workplace Peers and Entrepreneurship”, Harvard Business School

Entrepreneurial Management Working Paper.08-051

6. Thomas Zwick (2009),“Why Pay Seniority Wages?” Centre for European Economic

Research Discussion Paper No.09-005

7. Julie Cloutier (2007), “High Performance' Management Practices in the Quebec Civil Service”, Industrial Relations, Vol. 62, No.3, 2007.

8. Bhatia (2007),”Stress affecting the employee productivity.”

9. Eric Beauchesne (2007),”Providing Opportunities to Grow."

10. Christoph H.Loch (2007), “A Model of Fair Process and Its Limits.” Insead Business School

Research Paper No. 2007/06/TOM.

11. Todd Saxton (2007), “Motivation and Participation in Corporate Entrepreneurship.” Babson

College Entrepreneurship Research Conference (BCERC).

12. Petra Hagemann (2007), “On the Benefits of Control in Teams” University of Cologne. 13. Mirjana (2006), “Management of Stress”.

14. Ian Donald (2006), “Relationship between Commitment and Productivity”.

15 Marco Van Praag (2004), “Wage Structure and the Incentive Effect of Promotions”,

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A STUDY ON EMPLOYEE MOTIVATION

Tinbergen Institute Discussion Paper No. TI 04-107.    16. Kees Cools (2003), “The Effects of Performance Measurement and Compensation on

Motivation”, Tinbergen Institute Discussion Paper No. 03-048/3.

17. Tor Eriksson (2002), “Respect as an Incentive”, IZA Discussion Paper No. 5200

18. Raj Aggarwal (2001), “Strategic nature of open book 'financial' management”.

19. Laura Leete (2000), “Wage Equity And Employee Motivation In Nonprofit And For-Profit

Organizations”,Journal of Economic Behaviour and Organization, Vol.43,Issue 4.

20. Frank Richardson (1995), "Providing Opportunities to Grow."

21. Paul (1995), “Importance to respect and caring”.

22. Viswanatha Sankara Rama Subramaniam (1985), “Mrs. Gandhi Gave New Economic

Approaches”, Barbados Advocate, p. 4, January 8, 1985.

NEWSPAPER

THE HINDU

TIMES OF INDIA

ANNEXURE

QUESTIONNAIRE

Please spare sometime in providing your valuable views. Your responses will be strictly kept

confidential. (Only for academic purpose, Rayat- Bahra Institute of Management, Hoshiarpur)

72

A STUDY ON EMPLOYEE MOTIVATION

Name –

Age –

Gender –

Qualification –

1. Do you satisfy from the support of the HR department?

Response Highly

satisfied

Satisfied Neutral Dissatisfied Highly

dissatisfied

No.of

respondents

2. Management of my organization is interested in motivating the employees.

Responses Strongly

Agree

Agree Can't say Disagree Strongly

disagree

No.of

respondents

3. Which type of incentives motivates you the most?

Responses Financial Non

financial

Both

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A STUDY ON EMPLOYEE MOTIVATION

No.of

respondents

4. I am satisfied with the present incentive scheme.

Responses Highly

satisfied

Satisfied Neutral Dissatisfied Highly

dissatisfied

No.of

respondents

5. The company is eager in recognizing and acknowledeging the employees work.

Responses Strongly

Agree

Agree Can't say Disagree Strongly

disagree

No.of

respondents

6. Do you agree there is a system of periodical increase in the salary?

Responses Strongly

Agree

Agree Can't say Disagree Strongly

disagree

No.of

respondents

7 .My job is secure in the organization.

Responses Strongly Agree Can’t say Disagree Strongly

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A STUDY ON EMPLOYEE MOTIVATION

agree disagree

No.of

respondents

8 . Relations with my co workers are…..

Responses Very good Good Average Cant say Poor

No.of

respondents

9. Is there exists an effective performance appraisal system in my organization?

Responses Strongly

Agree

Agree Can't say Disagree Strongly

disagree

No.of

respondents

10. I get promotional opportunities in my organization.

Responses Strongly

Agree

Agree Can't say Disagree Strongly

disagree

No.of

respondents

11. There are good safety measures for the employees of the organization.

Responses Strongly

Agree

Agree Can't say Disagree Strongly

disagree

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A STUDY ON EMPLOYEE MOTIVATION

No.of

respondents

12. Performance appraisal activities are helpful to get motivated.

Responses Strongly

Agree

Agree Can't say Disagree Strongly

disagree

No.of

respondents

13. Support from the co workers are helpful to get motivated.

Responses Strongly

Agree

Agree Can't say Disagree Strongly

disagree

No.of

respondents

14. Career development opportunities are available in the organization.

Responses Strongly

Agree

Agree Can't say Disagree Strongly

disagree

No.of

respondents

15. Factors which motivate me the most are…

1.Salary increase

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A STUDY ON EMPLOYEE MOTIVATION

2.Promotion

3.Leave

4.Motivational talk

5. Recognition

77