Employee MotivationAbstractManagements 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 the company

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

INTRODUCTION

Human resources management is primarily concern with the people management. It Is a crucial subsystem in the process of management. The success or of the organization not only depends on the material, machines and equipment but also on the personnel who put in their best efforts for efficient performance of the job.

Human resources management is the management of employees skills, knowledge, talents aptitudes, creative abilities etc.

DEFINATION:Human resources can be thought of as the total knowledge, talents aptitudes, creative abilities of an organization work force as well as the value, attitude and beliefs of the individuals involve.-LEONC.MEGGINSON.Personnel management effectively describes the process of planning and directing the application development and utilization of human resources in employment.-DALE YODERPersonnel management is the process of attracting, holding, motivating, and people involving all managers, line and staff-DUNN & STEPHEN

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

There is no universal theory that can explain the factorsinfluencing motives which control mans behavior at any particular point of time. In general, thedifferent 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.

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

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

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

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

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

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

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.

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)IncentivesAn 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 IncentivesMan is a wanting animal. He continues to want something or other. He is never fully satisfied. If one need is satisfied, the other need need arises. In order to motivate the employees, the management should try to satisfy their needs. For this purpose, both financial and non financial incentives may be used by the management to motivate the workers. Financial incentives or motivators are those which are associated with money. They include wages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial motivators are those which are not associated with monetary rewards. They include intangible incentives like ego-satisfaction, 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 growthOBJECTIVES OF THE STUDY:

To analyze and examine the effectiveness of Motivation programmers in the company To assess how often training programmers are conducted and how much are the employees satisfied. To study the important factors which are needed to motivate the employees. To study the effect of monetary and non-monetary benefits provided by the organization on the employees performance. To study the effect of job promotions on employees.

SCOPE OF THE STUDY:

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 department analysis to know to what extent these factors motivate the employees is required.

Research Methodology:Primary Source: Primary data:The data collected for a purpose for a particular problem in original is known as Primary Data. It consists of all the answers in first hand. Survey methods:The survey is a complex operation, which requires some technical Knowledge. Survey methods are of personal character and depending on the information required there are six major types of surveys. Facts Survey - Collects only facts. Opinion Survey Opinions in various problems are collected. Attitude Survey Determines the attitudes of the employees. Future inventions Survey Used to discover the thougts of employees towards organization. The Reason why Survey Seeks to determine why a person has done something to do something in future.Ones survey may contain several types since it may give severaland better kinds of information. The various kinds of surveys are carried out through different methods. Usually three general methods are used to conduct a survey.Secondary Data:The data collected from the staff i.e., not originallyCollected for the first time is called secondary data. SAMPLING UNITS1) Sampling unit : Employees of all classes are surveyed.2) Sampling Size : 803) Sampling procedure : Stratified random sampling is used

Secondary Source: Journals Magazines and articles from prominent newspapers.

LIMITATIONS OF THE STUDY:

1. To understand and knowledge may vary from person to person. The replied gives by the respondents are taken for granted, though they are not uniform.2. The interpretation being based on percentage method is not definite.The report is subjects to changes with fast changing scenario.3. The data was collected through questionnaire. The responds from the respondents may not be accurate.

4. The sample taken for the study was only 80 and the results drawn may not be accurate.

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

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

Industry ProfileIntroduction of Consultancy servicesThe rich and powerful have always needed advice on how better to manage their affairs and make effective decisions. Biblical kings had prophets, Persian sultans had viziers, and Greek city states had the oracle at Delphi. Even the Mafia had their consigliere. Yet formal organisations that specialised in management advice didnt emerge until relatively late in the industrial age.The demands for mass-produced goods (initially weapons, but later consumer products) drove thousands of new employees into large, unfamiliar factories where there was little expertise on organising people, processes and machinery to maximise efficiency. Specialist engineers such as Charles Babbage and Frederick Taylor turned their hands to these management problems and achieved significant improvements by deploying new methods for work organisation.The first recognised management consulting firm was formed in 1890 byArthur D. Little, initially specialising in technical research, later building a specialism in what became to be known as management engineering. The first management consultancy to serve both industry and government clients wasBooz Allen Hamilton, founded in 1914 and the first modern, pure management and strategy consulting company wasMcKinsey & Company.Whilst the industrial revolution provided the key driver for the emergence of consulting firms, the trajectory of their evolution was influenced by other factors. The early alignment of companies such as A.D. Little, McKinsey and Booz Allen Hamilton with the banking and financial institutions provided a strategic advantage that later competitors found it hard to compete with. Various government interventions, such as the Glass-Stegall Act (1933), prevented banks from engaging in non-financial activies, thus enabling the growth of early consulting firms.Seeking credibility for their new firms, the founders sought to model themselves on legal practices and adopted the partnership model. Central to the style of early consulting firms wasMarvin Bower, the CEO of Mckinsey from 1950-1967. He developed the professional status of consultants, focused on top MBA graduates (thus insipring the growth of Business Schools and MBA courses around the world) and implemented the infamous up or out policies that have plagued aspiring consultants for years.

The History of ConsultingfromJoe O'MahoneyonVimeo.After WW2, the growth in globalization aided the boom in consulting and saw the development of a number of tools, methods and products that are now taught in business schools around the world. Very much a demand-driven industry, consultancy grew off the back of economic development, first in the USA, then Europe and the rest of the world. Whilst most of the first consultancies have maintained their stronghold of strategic advice, growing demand for expertise in implementation, IT and outsourcing have allowed other companies to develop advisory services in these areas. The result has been strong growth in consulting services for companies that originally focused their advice in different areas: IBM, Deloitte, PWC and Accenture.In more recent history, consultancy had continued to expand on the back of increasingly globalised companies, the information revolution and cost-cutting in government. The expansion has not been constant however, and two important breaks in this trend have been: The Dot-com crash (2000-2002) where the high-tech / e-business bubble popped with severe consequences for clients and, therefore, their consultants. This lead to a plateauing of income for consultancies rather than a decline. The Credit Crunch (2009-2011) where a collapse of liquidity in the money markets triggered a sharp drop on the stock markets and a decline in consumer confidence. The resulting recession witnessed private sector clients cutting back on discretionary spend which lead to the first decline in global consulting revenues for decades. The debt burdens of central governments was worsened by their attempts to improve confidence and ease liquidity by pouring billions into financial institutions. This debt has meant cut-backs in the use of consultants by most western governments.To some extent, the shifting fortunes of the consulting industry disguises deeper transformations in what consultancy actually is. One of the major shifts has been away from the privately owned strategic partnership towards a highly commodified PLC. Whilst the McKinseys and Bains still exist, stereotypical high-margin, highly paid strategy consultants in discussion with blue-chip CEOs are increasingly rare. Partnerships have increasingly given way to publicly owned companies, strategy has given way to imlementation and profit margins have declined significantly over the last ten years. As I discuss elsewhere, this raises significant problems, not just for the challenge of running a consultancy but also in the very meaning of what it is to be a consultant.

Attributes of consultancy and serviceConsulting is a high-paying, high-profile field that offers you the opportunity to take on a large degree of responsibility right out of school and quickly learn a great deal about the business world. It's also a profession that will send you to the far corners of the country-and leave you there for days and weeks on end while you sort out tough questions for a client that's paying your firm millions of dollars.In essence, consultants are hired advisors to corporations. They tackle a wide variety of business problems and provide solutions for their clients. Depending on the size and chosen strategy of the firm, these problems can be as straightforward as researching a new market, as technically challenging as designing and coding a large manufacturing control system, as sensitive as providing outplacement services for the HR department, or as sophisticated as totally rethinking the client's organization and strategy.Management consultants must be skilled at conducting research and analyzing it. Research means collecting raw data from a variety of sources including the client's computers, trade associations in the client's industry, government agencies, and, perhaps most importantly, surveys and market studies that you devise and implement yourself. It also means interviewing people to gather anecdotal information and expert opinion. The interviewees may be anyone, from industry experts to the client's top executives to the client's lowest-level employees. All this data must then be analyzed, using tools from spreadsheets to your own brain. The idea here is to spot behavior patterns, production bottlenecks, market movements and other trends and conditions that affect a client's business.Your ultimate job is to improve the client's business by effecting changes in response to your analysis. That's the hard part, because it involves convincing the client to accept your recommendations, often in the face of opposition from client executives who resent outsiders upstaging them with the boss or resistance from company employees who have something to lose from change. To succeed you'll need excellent people skills and the ability to put together a persuasive PowerPoint presentation. Finally, you'll need the ability to handle disappointment if your solution fails or the client decides not to even try implementing itOne good thing about the advice business: Companies always seem to want more. As evidence, the consulting industry has been on a sustained growth binge for well more than a decade. One other thing about the consulting business: The product really is the people, and firms compete on the basis of who's the smartest and the hardest working. As a result, each firm wants to hire the best and the brightest. If you're one of them-you probably know if you are-you'll have a good shot at landing one of these competitive jobs.TrendsE-Business Consulting - The Internet is changing the way companies do business-and the kind of consulting they need. Many traditional consulting practices are in danger of becoming less relevant in the Internet Age. The consultants of tomorrow will require different skills than the consultants of today. Many consultancies have some sort of e-business push underway, whether it's a specific e-biz practice, a special initiative, or just funneling a ton of cash into figuring out all the ways they can use the Internet to help their clients.A slew of e-business boutique firms have arisen in recent years, including Razorfish, Scient, USWeb/CKS, Viant and Agency.com. Look for these firms to increasingly butt heads with the more traditional consulting firms for Internet-related and eventually, perhaps, general-consulting projects.Better LifestylesTo manage growth while maintaining staff and service quality, many consulting firms have placed renewed emphasis on retaining seasoned staff. It's generally much better to keep people who know the business than to hire fresh-off-the-boat students and raise them to maturity (although students are comparatively cheap). Consulting will never be a nine-to-five job, but many firms seem to be adopting measures to minimize stress and strain where possible.The Big Five, in particular, have come a long way toward making their work environments more livable. And many are offering perks such as business-casual environments, free flights to visit significant others for the weekend, pay for doing volunteer work on company time, and dog walking and concierge services. Firms are also creating new positions below the partner level that enable veterans to avoid the up-or-out track, offering part-time work options and sabbaticals, restricting travel to weekdays, and refusing to schedule presentations on Mondays.BrandingConsulting firms are working hard to build their brands-and the confidence business leaders have in them. A survey conducted by Landor Associates and Louis Harris Associates showed Accenture, which was the first consulting firm to promote itself heavily, to be the most highly regarded consulting firm among business leaders. In 1999 Ernst & Young, KPMG, Accenture, Deloitte Consulting and PricewaterhouseCoopers have all promoted their brand names heavily through TV, billboards, magazines and event sponsorships.How It Breaks DownEven though there are thousands of consulting organizations across the country, these firms can be tough to get a handle on. Why? Most are privately held, work directly with other businesses rather than with your average consumer and tend to be intensely private about the names of the clients they work with and the actual work they do. Nevertheless, if you want to get a job in the industry, you're going to have to know which firms do what and be able to say in clear and convincing terms why French vanilla is oh-so-much-better than vanilla with little specks of vanilla bean sprinkled throughout.To help you understand the consulting landscape, we've divided the industry into six different categories: the industry elite, the Big Five, boutiques, information technology (IT) consultancies, human resources specialists and the independents. Most players in the industry can be put into one or more of these different categories.Industry EliteThe rich and famous of the consulting world. These companies focus on providing cutting-edge strategy and operations advice to the top management of large corporations. They generally hire the best candidates from the best undergraduate, MBA and other graduate programs. Slackers need not apply. Players in this group include: Arthur D. Little, A.T. Kearney, Bain & Co., Booz-Allen & Hamilton, the Boston Consulting Group, McKinsey & Co., Mercer Management Consulting and Monitor Co., to name a few.Big FiveThe consulting operations of the Big Five accounting firms. Although these firms provide some of the same strategy and operations advice as the elite, they tend to put a stronger emphasis on implementation work, particularly in the IT world. The players are Accenture, Deloitte Consulting (part of Deloitte &Touche), Ernst & Young, KPMG and PricewaterhouseCoopers. The Big Five may get out of the consulting business, partly because the SEC is concerned about possible conflicts of interest that could result in overly rosy audits of firms that are consulting clients of the accounting firm performing the audit. The Big Five deny that a conflict of interest problem exists. At any rate, Arthur Andersen is spinning off Accenture, Ernst & Young may sell its consulting business to French consultancy Cap Gemini, and industry observers expect more of the same.BoutiqueFirms that specialize along industry or functional lines. Although often smaller, these firms may have top reputations and do the same operations and strategy work the elite firms do, but with more of an industry focus. Representative players include: Advisory Board Company and APM (health care); Corporate Executive Board (cross-company research); CSC Planmetrics (energy and utility industry); Cluster Consulting (telecommunications and the internet); Marakon Associates (strategy), marchFIRST, formerly Mitchell Madison Group (financial and strategy); Oliver Wyman (financial services); MarketBridge, formely Oxford Associates (sales); PRTM (high-tech operations); Strategic Decisions Group (decision analysis), Roland Bergerand Partners (strategy and operations); Braun Consulting, formerly Vertex Partners (strategy).ITInformation technology specialists constitute one of the fastest-growing sectors of the consulting world, although this sector's growth isn't quite as meteoric as that of strategy consulting, according to Kennedy Information Group. IT firms provide advice, implementation and programming work on issues related to computer systems, telecommunications and the Internet. Representative players include American Management Systems, Computer Sciences Corp., Diamond Technology Partners, EDS, IBM, Mondial and the Big Five firms.Human ResourcesThis area of consulting focuses on personnel issues such as employee management and evaluation systems, payroll and compensation programs, pensions and other benefits programs. Representative firms include The Hay Group, Hewitt Associates, William M. Mercer, Sibson & Co., Towers Perrin and Watson Wyatt Worldwide. In addition, several of the Big Five firms have practices devoted to this area.IndependentsOne-man or one-woman shops. By sheer numbers, independent consultants far outnumber the larger firms. Fully 45 percent of all consultants are reported to be independents. They typically have some sort of industry or functional specialty and get hired on a project basis. If you have an MBA and several years of useful and topical business experience, there's no reason not to hang out a shingle yourself.

Financial Services and consultancy in IndiaIndia has a diversified financial sector, which is undergoing rapid expansion. The sector comprises commercial banks, insurance companies, non-banking financial companies, co-operatives, pension funds, mutual funds and other smaller financial entities. The financial sector in India is predominantly a banking sector with commercial banks accounting for more than 60 per cent of the total assets held by the financial system.India's services sector has always served the countrys economy well, accounting for about 57 per cent of the gross domestic product (GDP). In this regard, the financial services sector has been an important contributor.The Government of India has introduced reforms to liberalise, regulate and enhance this industry. At present, India is undoubtedly one of the world's most vibrant capital markets. Challenges remain, but the future of the sector looks good. The advent of technology has also aided the growth of the industry. About 75 per cent of the insurance policies sold by 2020 would, in one way or another, be influenced by digital channels during the pre-purchase, purchase or renewal stages, as per a report by Boston Consulting Group (BCG) and Google India.Market SizeThe size of banking assets in India reached US$ 1.8 trillion in FY13 and is expected to touch US$ 28.5 trillion by FY25. Information technology (IT) services, the largest spending segment of India's insurance industry at Rs 4,000 crore (US$ 649.31 million) in 2014, is projected to continue strong growth at 16 per cent.The total market size of the insurance sector in India was US$ 66.4 billion in FY13 and is expected to breach the US$ 350400 billion mark by 2020.Investment corpus in India's pension sector could cross US$ 1 trillion by 2025, following the passage of the Pension Fund Regulatory and Development Authority (PFRDA) Act 2013, according to a joint report by CIIEY on Pensions Business in India.Indias foreign exchange (Forex) reserves touched US$ 320.56 billion on July 25, 2014, which was just US$ 23 million less than the all-time high of US$ 320.79 billion achieved on September 2, 2011.InvestmentsCorporate law firms in India are benefiting from an increase in the value of mergers and acquisitions (M&As) and share acquisitions during the course of the year. The enterprise value of deals on which law firms have advised has shot up to US$ 35.7 billion this year till December, a 22 per cent increase over the US$ 29.3 billion in deals seen in the whole of 2013, according to Thomson Reuters data. Financial services provider Reliance Capital Ltd, a part of Anil Ambanis Reliance Group, has formed a long-term strategic alliance with Japans Sumitomo Mitsui Trust Bank Ltd, offering the Japanese lender a small equity stake in the company. As part of the agreement, Sumitomo Mitsui Trust Bank will pick up an initial 2.77 per cent stake in Reliance Capital for Rs 371 crore (US$ 60.22 million) through a preferential allotment of shares. GIC, Singapore's sovereign wealth fund, is buying about 70 per cent stake in BSE-listed Nirlon for Rs 1,392.6 crore (US$ 226.07 million). Nirlon owns an information technology park in the western suburbs of Mumbai. GIC said it had signed agreements to buy 39.2 per cent in Nirlon from its promoters, including the Sagar family, for Rs 784.3 crore (US$ 127.32 million). It will make an open offer for 28.4 per cent stake from public shareholders at the same price. Canada pension plan investment board, which manages assets worth CAD 234.4 billion (US$ 193.92 billion), has through a subsidiary invested Rs 1,000 crore (US$ 162.34 million) in L&T Infrastructure Development Projects Ltd, a unit of Larsen and Toubro Ltd, Indias largest engineering and construction company. The investment is made by way of subscribing compulsory convertible preference shares, L&T said in a statement. In June, L&T and Canada Pension Plan had signed a definitive investment agreement. Nearly three years after the BSE launched a separate platform for small and medium enterprises (SMEs), the market capitalisation of the segment crossed Rs 10,000 crore (US$ 1.62 billion) recently. The market capitalization of the 82 listed SMEs was Rs 10,118.90 crore (US$ 1.64 billion). The Government of India signed an agreement with Asian Development Bank (ADB) for a US$ 75 million loan and a US$ 1.8 million grant that will help improve water resource management in three (3) towns of Karnataka in the Upper Tungabhadra sub-basin. This loan from the ADBs Ordinary Capital Resources has a 25-year term including a grace period of five years.Government InitiativesSeveral measures have been outlined in the Union Budget 2014-15 that aim at reviving and accelerating investment which, inter alia, include fiscal consolidation with emphasis on expenditure reforms and continuation of fiscal reforms with rationalization of tax structure; fillip to industry and infrastructure, fiscal incentives and concrete measures for transport, power, and other urban and rural infrastructure; measures for promotion of Foreign Direct Investment (FDI) in selected sectors, including defence manufacturing and insurance; and, steps to augment low cost long-term foreign borrowings by Indian companies. Fiscal reforms have been bolstered further by the recent deregulation of diesel prices. The launch of Make in India global initiative is intended to invite both domestic and foreign investors to invest in India. The aim of the programme is to project India as an investment destination and develop, promote and market India as a leading manufacturing destination and as a hub for design and information. The programme further aims to radically improve the Ease of Doing Business, open FDI regime, improve the quality of infrastructure and make India a globally competitive manufacturing destination.The Reserve Bank of India (RBI) has eased norms for mortgage guarantee companies (MGC) enabling these firms to use contingency reserves to cover for the losses suffered by the mortgage guarantee holders, without having to take approval of the apex bank. However, such a measure can only be initiated if there is no single option left to recoup the losses.Financial inclusion is among the topmost priorities of the Indian government. Exclusion of a large number of people from access to financial services affects the growth of the country. Prime Minister MrNarendraModi launched the PradhanMantri Jan DhanYojana in August 2014. He said that that the objective to cover 75,000,000 households with at least one account under the Yojana will be achieved by January 26, 2015.Retirement fund manager EPFO will launch its project to provide portable universal PF account numbers (UAN) to its subscribers on October 16, 2014. Also, the government will launch unified web portal LIN (Labour Identification Number) to simplify business regulations and bring in transparency and accountability in labour inspections by agencies and bodies under the control of the labour ministry.The RBI has simplified the rules for credit to exporters. Now, exporters can get long-term advance credit from banks for up to 10 years to service their contracts. The requirement is that they have a satisfactory record of three years in order to get payments from the banks, which can adjust the payments against future exports.

Theoretical Frame Work

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. The definition of motivation is to give reason, incentive, enthusiasm, or interest that causes a specific action or certain behavior. Motivation is present in every life function. Simple acts such as eating are motivated by hunger. Education is motivated by desire for knowledge. Motivators can be anything from reward to coercion. From the scientific viewpoint, by most accounts, motivation is defined as an inner state of need or desire. That state of desire creates a movement or activity towards satisfying that desire. In my never-ending quest to spread the word about turning ideas into action, I view inspiration as the state of mind that primes us to come up with great ideas, and motivation as the state of mind that spurs us to action. Concept of Motivation In order to understand the concept of motivation, we have to examine three terms : motive, motivating and motivation and their relationship Motive A motive is an inner state that energizes, activates, or moves and directs behavior towards goals. Motivating Motivating is a term which implies that one person includes another, to engage in action by ensuring that a channel to satisfy the motive becomes available and accessible to the individual.Motivation Dubin has defined motivation as; Motivation is the complex force starting and keeping a person at work in an organization. Motivation is something that moves the person to action, and continues him in the course of action already initiated According to McFarland; Motivation refers to the way in which urges, drives, aspirations, strivings, or needs direct, control, or explain the behavior of human being.

NATURE OF MOTIVATION 1. Based on Motives: Motivation is based on individuals motives which are internal to the individual. These motives are in the form of feelings that the individual lacks something. In order to overcome this feeling, he tries to behave in a manner which helps in overcoming this feeling.s2. Affected by Motivating: Motivation is affected by way the individual is motivated. It can also activate the latent needs in the individual, that is, the needs that are the less strong and somewhat dormant, and harness them in a manner that would be functional for the organization. 3. Goaldirected Behavior: Motivation leads to goal-directed behavior. A goal-directed behavior is one which satisfies the cause for which behavior takes place. 4. Related to Satisfaction: satisfaction refers to the contentment experiences of an individual which he derives out of need fulfillment. Thus satisfaction is a consequence of rewards and punishments associated with past experiences. 5. Complex Process: Motivation is a complex process; complexity emerges because of the nature of needs and the type of behavior that is attempted to satisfy those needs. 6. Person Motivated in Totality: A person is motivated in totality and not in part. Each individual in the organization is a self-contained unit and his needs are interrelated. These affect his behavior in different ways.

Motivation is a force that drives people to do things. Employees are normally motivated to achieve their needs, whatever they may include. Motivation is inside another person's head and heart. It may be intrinsic or extrinsic. This is what we call motivation. Employees of a company will be motivated if they associate certain incentives with an activity of work. Motivation is an important function which every manager performs by assigning 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.

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 mansbehaviour at any particular point of time. In general, the different motives operate at different times among different people and influence their behaviours. The process of motivation studies the motives of individuals which cause different type of behavior.Need of motivation Managements basic job is the effective utilization of human resources for achievements of organizational objectives. The personnel management is concerned with organizing human resources in such a way to get maximum output to the enterprise and to develop the talent of people at work to the fullest satisfaction. Motivation implies that one person, in organization context a manager, includes another, say an employee, to engage in action by ensuring that a channel to satisfy those needs and aspirations becomes available to the person. In addition to this, the strong needs in a direction that is satisfying to the latent needs in employees and Harness them in a manner that would be functional for the organization. Employee motivation is one of the major issues faced by every organization. It is the major task of every manager to motivate his subordinates or to create the will to work among the subordinates. It should also be remembered that a worker may be immensely capable of doing some work; nothing can be achieved if he is not willing to work. A manager has to make appropriate use of motivation to enthuse the employees to follow them.

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 fulfil their physiological and psychological needs. The workers will Cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise. 2. Workers will tend to be as efficient as possible by improving upon their skills and Knowledge so that they are able to contribute to the progress of the organization. This will also result in increased productivity. 3. The rates of labors turnover and absenteeism among the workers will be low. 4. There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease. 5. The number of complaints and grievances will come down. Accident will also be low.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.

Motivation is the activation or energization of goal-oriented behavior; Intrinsic Extrinsic From a practical standpoint, we can dig into our motives in order to get better results, and move ourselves from point A to point B. For example, if you know what motivates you, you can use those motives to get yourself to do things that you wouldn't do otherwise. These same principles can be applied to motivating others as well. Motivational techniques, therefore, are useful to teachers, leaders, parents, employers, and really, almost anyone. The key is in understanding that you are not motivating someone else. Instead, you are simply providing a circumstance that triggers that person to be motivation. Intrinsic and Extrinsic Motivation

Intrinsic Motivation Intrinsic motivation comes from rewards inherent to a task or activity itself - the enjoyment of a puzzle or the love of playing. This form of motivation has been studied by social and educational psychologists since the early 1970s. Research has found that it is usually associated with high educational achievement and enjoyment by students. Intrinsic motivation has been explained by Fritz Heider' attributional theory, Bandura's work on self effeciency,and Ryan and Deci's cognitive evaluation theory. Students are likely to be intrinsically motivated if they: Attribute their educational results to internal factors that they can control (e.g. the amount of effort they put in), Believe they can be effective agents in reaching desired goals (i.e. the results are not determined by luck), Are interested in mastering a topic, rather than just rote-learning to achieve good grades.

Extrinsic motivation Extrinsic motivation comes from outside of the performer. Money is the most obvious example, but coercion and threat of punishment are also common extrinsic motivations. While competing, the crowd may cheer on the performer, which may motivate him or her to do well. Trophies are also extrinsic incentives. Competition is in general extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity. Social psychological research has indicated that extrinsic rewards can lead to over justification and a subsequent reduction in intrinsic motivation. In one study demonstrating this effect, children who expected to be (and were) rewarded with a ribbon and a gold star for drawing pictures spent less time playing with the drawing materials in subsequent observations than children who were assigned to an unexpected reward condition and to children who received no extrinsic reward. Motivation starts with you! As you aspire to be more successful in life, your attitude towards yourself and others will play a huge role. Positive people learn how to handle life's challenges differently and use these opportunities to grow. So can you!Motivation Process 1. Identification of need 2. Tension 3. Course of action 4. Result Positive/Negative 5. Feed back

TYPES OF NEEDS There are many needs which an individual may have and there are various ways in which these may be classified. The basic objective behind classification of needs into different categories is to find out similarity and dissimilarity in various needs so that incentives are grouped to satisfy the needs falling under one category or the other. Thus needs may be grouped into three categories. 1. Primary Needs: Primary needs are also known as psychological , biological , basic or unlearned needs . These needs are common to all human beings , though their intensity may differ . Some of the needs are food , sleep , air to breathe etc. These needs arise out of the basic physiology of life and are important for survival and preservation of species These needs are conditioned by social practice .2. Secondary Needs: As contrast to the primary needs, secondary needs are not natural but are learned by the individual through his experience and interaction .Therefore, these are also called learned or derived needs. Emergence of these needs depends on learning . There may be different types of secondary needs like need of power, achievement, status, affiliation, etc. 3. General Needs: There are a number of needs which lie in the grey area between the primary and secondary classifications. In fact, there are certain such needs for competence, curiosity, manipulation, affection etc. Motivation and Behavior Motivation causes goal-directed behavior. Feeling of a need by an individual generates a feeling that he lacks something. This lack of something creates tension in the mind of individual. To overcome this state he engages himself in a behaviour to satisfy his needs. This is goal-directed behaviour. Goal-directed behavior leads to goal-fulfillment and the individual succeeds in fulfilling his needs and thereby overcoming his tension in the favorable environment. Behavior ends the moment tension is released. However, satisfaction of one need leads to feeling of another need. Thus goal-directed behavior is a continuous process.

FACTORS AFFECTING INDIVIDUAL PERFORMANCE 1. Motivation: Level of motivation derives an individual for work Motivation is based on motive which is a feeling that an individual lacks something. This feeling creates some sort of tension in his mind. In order to overcome this tension, he engages in goal-directed behavior. Thus motivation becomes a prime mover for efforts and better work performance. 2. Sense of Competence: Sense of competence denotes the extent to which an individual consistently regards himself as capable of doing a job. Sense of competence of an individual depends to a very great extent on his locus of control. Locus of control means whether people believe that they are in control of events or events control them. 3. Ability: Ability is expressed in the form of the following equation: Ability = knowledge x skill Knowledge refers to the possession of information and ideas in a particular field which may be helpful in developing relationships among different variables related to that field . Skill refers to expertness, practical ability or facility in action or doing something. 4. Role Perception: A role is the pattern of actions expected of a person in activities involving others . Role reflects a persons position in the social system with its accompanying rights and obligations. Role perception is how he thinks he is supposed to act in his own role and how others act in their role. There are two types of problems which emerge in role specification: Role ambiguity and role conflict. Role ambiguity denotes the state in which the individual is not clear what is expected from him in the job situation. Role conflicts are the situation in which the individual engages in two or more roles simultaneously and these roles are mutually incompatible. 5. Organizational Resource: Organizational Resources denote various types of facilities physical and psychological which are available at the work place Physical facilities include la physical and psychological which are available at the work place. Physical facilities include layout of the work place and physical environment. Role of Motivation Motivation is one among the various factors affecting individual performance. All organizational facilities will go waste in the lack of motivated people to utilize the facilities effectively. The importance of motivation in an organization may be summed up as follows: 1. High Performance Level: Motivated employees put higher performance as compared to other employees. In a study it was found that motivated people employees worked close to 80-90 percent of their capability. High performance is a must for an organization being successful and this performance comes by motivation. 2. Low Employee Turnover: Motivated employees stay in the organization and their absenteeism is quite low. High turnover and absenteeism creates many problems in the organization. 3. Acceptance of Organisational Changes: Organisations are created in the society. Because of changes in society, organisation have to incorporate those changes to cope up with the recruitment of the time. When thesechanges are introduced in the organisation, there is a tendency to resist these changes by the employees. However if they are properly motivated, they accept, introduce, and implement these changes keeping the organisation on the right track of progress.Rewards and RecognitionLike a child being given a chocolate cupcake and a big hug after cleaning her room, rewards and recognition can be powerful tools for employee motivation and performance improvement. Many types of rewards and recognition have direct costs associated with them, such as cash bonuses and stock awards, and a wide variety of company-paid perks, like car allowances, paid parking, and gift certificates. Other types of rewards and recognition may be less tangible, but still very effective. These "non-monetary" rewards include formal and informal acknowledgement, assignment of more enjoyable job duties, opportunities for training, and an increased role in decision-making. This paper focuses on non-monetary rewards, and as we will see, these types of rewards can be very meaningful to employees and so, very motivating for performance improvement. But first, let's take a quick look at the primary goals of rewards and recognition. Jack Zigon defines rewards as "something than increases the frequency of an employee action" (1998). This definition points to an obvious desired outcome of rewards and recognition: to improve performance. Non-monetary recognition can be very motivating, helping to build feelings of confidence and satisfaction (Keller 1999). Another important goal is increased employee retention. An ASTD report on retention research identified consistent employee recognition as a key factor in retaining top-performing workers. (Jimenez 1999). To achieve desired goals, reward systems should be closely aligned to organizational strategies (Allen and Helms 2002). For example, a company focused on a product differentiation strategy could design their reward practices to foster innovation to provide unique products or services, while a company focused on a cost reduction strategy might focus on rewards for ideas to minimize or eliminate costs and employee stock awards to foster an on-going cost reduction emphasis. Zigon offers a variety of ways to reward desired performance and increase the likelihood of it happening again, and more frequently than it would have, without these types of interventions. His web site lists ideas that give managers a lot of flexibility both to offer rewards at various cost levels and to find rewards that match what individual employees will find valuable. To be really effective, this takes time and effort on managers' parts, to get to know different employees' likes and dislikes. How effective is non-cash recognition? Various anecdotal evidence reports non-monetary recognition as an important factor in retaining excellent employees and for improving performance. A quick search of a news service database points to articles extolling various perks such as an in-house chiropractor, spa gift certificates, days off, fancy parties and the use of personal trainers. The givers of such perks see these rewards as a way to keep high performing employees in a shrinking job market; and certainly companies like Walt Disney World have documented the success of employee recognition programs (Lynch 2003). However I did not find any strong empirical evidence comparing the relative benefits of monetary versus non-monetary rewards. In the absence of such evidence, we can still consider non-monetary rewards as part of comprehensive performance improvement strategy. So what types of non-monetary rewards are the most effective? Bob Nelson, recognition consultant and self-proclaimed "Guru of Thank You" reports research indicating that the type of recognition employees appreciate most is to be recognized by people they work directly for. In fact, 78% of employees indicated that it was very or extremely important to be recognized by their managers when they do good work (Nelson 2004). The number one choice for recognition is sincere praise given in a timely manner with specific examples. Allen and Helms' (2002) research confirmed the importance of regular expressions of appreciation by managers and leaders to encourage behavior of employees to reach strategic goals; and this was true for each of the strategies they examined. Mike Rushby, HR Vice President at Weyerhaeuser Company, sees developmental opportunities, such as assignments to special projects as a powerful form of non-monetary recognition (personal communication, February 17, 2004). Rushby believes that being chosen to work on a task team to accomplish a company initiative is motivating because it helps employees gain new skills and experiences, demonstrates trust in their abilities, and adds variety to an individual's work. Weyerhaeuser uses the Performance Management Process and Individual Development Plans to help identify strong candidates for developmental opportunities.

Employee Motivation Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employees changes constantly (Bowen &Radhakrishna, 1991). For example, research suggests that as employees' income increases, money becomes less of a motivator (Kovach, 1987). Also, as employees get older, interesting work becomes more of a motivator. Most companies have it all wrong. They don't have to motivate their employees. They have to stop demotivating them. The great majority of employees are quite enthusiastic when they start a new job. But in about 85 percent of companies, our research finds, employees' morale sharply declines after their first six monthsand continues to deteriorate for years afterward. That finding is based on surveys of about 1.2 million employees at 52 primarily Fortune 1000 companies from 2001 through 2004, conducted by Sirota Survey Intelligence (Purchase, New York). The fault lies squarely at the feet of managementboth the policies and procedures companies employ in managing their workforces and in the relationships that individual managers establish with their direct reports. Three key goals of people at work To maintain the enthusiasm employees bring to their jobs initially, management must understand the three sets of goals that the great majority of workers seek from their workand then satisfy those goals: Equity: To be respected and to be treated fairly in areas such as pay, benefits, and job security. Achievement: To be proud of one's job, accomplishments, and employer. Camaraderie: To have good, productive relationships with fellow employees.

Motivational methods:

1. Building confidence for motivation:Facing a challenge, meeting it and mastering it help build confidence.2. Motivational team building:Team unite and work together when they identify a common purpose whether the aim is the tallest tower made out of newspaper, or a game of rounders on the park. Competition in teams or groups creates teams and ignites team effort3. Motivational coaching and training motivation:Games and activities provide a perfect vehicle for explaining the Motivationprocess (train the trainer for example) to managers, team leaders and trainers.4. Personal motivation style and learning motivationEveryone is different. Taking part in new games and activities outside of the work situation illustrates peoples different strengths and working style preferences. Mutual respect develops when people see skills and attributes in others that they didnt know existed.5. Continual development and motivationIntroducing people, staff or employees to new experiences opens their minds to new avenues of personal development, and emphasizes the opportunity foe continuous learning that is available to us all.6. Improving empathy and communications for motivationTo communicate we must understanding the other person. Empathy and intuitive skills are right-side brain of the brain, which we use when we communicate and understand others. Team activities and games promote communications and better mutual understanding-essential for good organizational performance.

Review of Literature:1. Herzberg's theory of motivators and hygiene factors: Herzberg (1959) constructed a two-dimensional paradigm of factors affecting people's attitudes about work. He concluded that such factors as company policy, supervision, interpersonal relations, working conditions, and salary are hygiene factors rather than motivators. According to the theory, the absence of hygiene factors can create job dissatisfaction, but their presence does not motivate or create satisfaction. In contrast, he determined from the data that the motivators were elements that enriched a person's job; he found five factors in particular that were strong determiners of job satisfaction: achievement, recognition, the work itself, responsibility, and advancement. These motivators (satisfiers) were associated with long-term positive effects in job performance while the hygiene factors (dissatisfiers) consistently produced only short-term changes in job attitudes and performance, which quickly fell back to its previous level. In summary, satisfiers describe a person's relationship with what she or he does, many related to the tasks being performed. Dissatisfies, on the other hand, have to do with a person'srelationship to the context or environment in which she or he performs the job. The satisfiers relate to what a person does while the dissatisfies relate to the situation in which the person does what he or she does.

2. Maslow's hierarchy of needs (Deficient theory of Motivation)

In 1954, Maslow first published Motivation and Personality, which introduced his theory about how people satisfy various personal needs in the context of their work. He postulated, based on his observations as a humanistic psychologist, that there is a general pattern of needs recognition and satisfaction that people follow in generally the same sequence. He also theorized that a person could not recognize or pursue the next higher need in the hierarchy until her or his currently recognized need was substantially or completely satisfied, a concept called prepotency. Maslow's hierarchy of needs is shown in Table 1. It is often illustrated as a pyramid with the survival need at the broad-based bottom and the self-actualization need at the narrow top.Maslow's hierarchy of needs Level Type of Need Examples

1 Physiological Thirst, sex, hunger

2 Safety Security, stability, protection

3 Love and Belongingness To escape loneliness, love and be loved, and gain a sense of belonging

4 Esteem Self-respect, the respect others

5 Self-actualization To fulfill one's potentialities

(i) Physiological needs: These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no other motivating factors can work. (ii) Security or Safety needs: These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm. (iii) Social needs: Since people are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship. (iv) Esteem needs: According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige status and self-confidence. It includes both internal esteem factors like self-respect, autonomy and achievements and external esteem factors such as states, recognition and attention. (v) Need for self-actualization: Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming; it includes growth, achieving ones potential and self-fulfillment. It is to maximize ones potential and to accomplish something.

According to various literature on motivation, individuals often have problems consistently articulating what they want from a job. Therefore, employers have ignored what individuals say that they want, instead telling employees what they want, based on what managers believe most people want under the circumstances. Frequently, these decisions have been based on Maslow's needs hierarchy, including the factor of prepotency. As a person advances through an organization, his employer supplies or provides opportunities to satisfy needs higher on Maslow's pyramid. Frederick has tried to modify Maslows need Hierarchy theory. His theory is also known as two-factor theory or Hygiene theory. He stated that there are certain satisfiers and dissatisfiers for employees at work. In- trinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his theory on the question : What do people want from their jobs ? He asked people to describe in detail, such situations when they felt exceptionally good or exceptionally bad. From the responses that he received, he concluded that opposite of satisfaction is not dissatisfaction. Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He states that presence of certain factors in the organization is natural and the presence of the same does not lead to motivation. However, their nonpresence leads to demotivation. In similar manner there are certain factors, the absence of which causes no dissatisfaction, but their presence has motivational impact

Data Analysis and interpretation1. Are you satisfied with the support from the HR department?

ParticularsNo. of RespondentsPercentage

Highly satisfied3240%

Satisfied3645%

Neutral810%

Dissatisfied45%

Total80100%

Interpretation:From the above analysis it is concluded that the most of the employees feed satisfied from the support of HR department and that is 45%, 40% of the repsondents are highly satisfied with the HR department support. Where 10% of the respondents are neutral to the query and 5% are dissatisfied with the HR department.

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

2. Management is really interested in motivating the employees?

ParticularsNo. of RespondentsPercentage

Strongly agree3038%

Agree4455%

Neutral67%

Disagree00%

Total80100%

Interpretation:

The above data shows, 55% of the respondents agree with the fact that management is interesting in motivating employees, and 38% of the respondents strongly agree with it when it comes to 7% of the employees are neutral and no employees i.e. 0% disagree with it.

2. Management is really interested in motivating the employees?

3. Which type of incentives motivates you more?ParticularsNo. of RespondentsPercentage

Financial incentives2632%

Non-financial incentives3038%

Both2430%

Total80100%

Interpretation:It can be observed from the above table that 38% of the employees feel motivated through Non-Financial incentives, where 32% of the respondents feel motivated through Financial incentives and the rest 30% of the respondents feel motivaed through both the incentives.

3. Which type of incentives motivates you more?

4. How far are you satisfied with the incentives provided by the organization?

ParticularsNo. of RespondentsPercentage

Highly satisfied2936%

Satisfied3746%

Neutral1114%

Dissatisfied34%

Total80100%

Interpretation:From the above table it is concluded that most of the respondents are satisfied with the incentives provided by the organization and that is 46%, on the other hand 36% of the employees are highly satisfied with the incentives provided by the organization where 14% are neutral and 4% of the respondents are dissatisfied.

4. How far are you satisfied with the incentives provided by the organization?

5) Do you think that the incentives and other benefits will influence your performance? ParticularsNo. of RespondentsPercentage

Most of the times3240%

Sometimes2936%

Rarely1924%

Total80100%

Interpretation:From the above table it is shown that 40% of the respondents feel that incentives and other benefits influence in their work performance, 36% say sometimes they are influenced by the benefits and incentives, and the rest 24% feel rarely they are influenced by the benefits and incentives on their work.

6) Does the management involve you in decision making which are connected toyour department? ParticularsNo. of RespondentsPercentage

Yes2025%

No3848%

occasionally2227%

Total80100%

Interpretation:According to the data provided by the respondents, it is clear that most of the employees are not involved in decision making connected to their department, i.e. 48%, the other side it is shown that 27% of the respondents are involved occasionally in decision making, and the rest 25% say yes they are involved in decision making.

6) Does the management involve you in decision making which are connected to your department?

7). Did you increase your skills & abilities in this job?ParticularsNo. of RespondentsPercentage

Yes4067%

No2033%

Total60100%

Interpretation:From the above table it is shown that 67% of the respondents believe that their skill and abilities are increased in their jobs and say yes, the remaining 33% of the employees say No, that their skills and abilites are not increased from their respected jobs.

7). Didyou increase your skills & abilities in this job?

8) Which factor motivates you most?

ParticularsNo. of RespondentsPercentage

Salary increments2528%

Promotions & transfers3033%

Fringe benefits2224%

Relation in organization1315%

Total90100%

Interpretation:From the above table it is concluded that 33% of ther espondents get motivated through promotions and transfers, according to 28% of the respondents they get motivated through salary increament, and 24% are through fringe benefits, and the rest 15% are motivated through relation in organization.

8) Which factor motivates you most?

9) Are you encourage to come up with new ideas and creativity ?

ParticularsNo. of RespondentsPercentage

Ofien4556%

Rarely2228%

seldom1316%

Total80100%

Interpretation:From the above table it is shown that 56% of the respondents say they are encouraged oftenly to come up with new ideas and creativity, 28% of the respondents feels that they are rarely encouraged for creativity and new ideas, and the rest 16% says that they are seldom for encouragment for new ideas.

9) Are you encourage to come up with new ideas and creativity?

10. Do the organization recognizes your work ?

ParticularsNo. of RespondentsPercentage

Agree4556%

Disagree2531%

Neutral1013%

Total80100%

Interpretation:The above table is aimed to know from the respondents points of view that whether the organization recognize their work , and it says that 56% of the respondens feels their work is recognized, 31% feels and disgree with it, and the rest 13% are neutral on the query.

10. Do the organization recognizes your work?

11. What factor de-motivates you at work place?

ParticularsNo. of RespondentsPercentage

Job Profile1519%

Compan Policy4556%

Work environment2025%

Total80100%

Interpretation:The above table is aimed to know the factors which demotivates the employees at work, and according to analysis, it is said that 56% of the respondents feel demotivated through job company policy, 19% of the respondents feel demotivated through job profiles, and the remaining 25% of the respndents feels demotivated through work environment.

11. What factor de-motivates you at work place?

12. Does the Quality of work life motivate and helps in achieving target?

ParticularsNo. of RespondentsPercentage

To a great extent4556%

To some extent1823%

Rarely1215%

Seldom56%

Total80100%

Interpretation:According to the above table it is concluced that, 56% of the respondents feel that they are achieving targets to a great extent with quality of work life, 23% of the respondents feels they are acheiveing the targets to some extent, 15% of the respondents feels that they rarely acheieve the target through quality of work life, and the rest 6% feels they seldom.

12. Does the Quality of work life motivate and helps in achieving target?

13. Does the organization provide you efficient information needed to get your job done?

ParticularsNo. of RespondentsPercentage

Excellently5569%

Precisely1519%

Not so well1012%

Total80100%

Interpretation:According to the respondents in the above table, 69% of them feel that the information given to them is efficient to get their job done, 19% feels it is precise for the job they perform and the rest 12% believe it is not so well to get job done.

13. Does the organization provide you efficient information needed to get your job done?

14. Are you satisfied with performance appraisal method adopted in your organization ?

ParticularsNo. of RespondentsPercentage

Yes4575%

No1525%

Total60100%

Interpretation:From the above table it is concluded that most of the respondents upto 75% are satisfied with the performance appraisal method in the organization, and the 25% are not satisfied with the method of performance appraisal.

14. Are you satisfied with performance appraisal method adopted in your organization ?

15. Does the performance appraisal help in motivating you towards your job?

ParticularsNo. of RespondentsPercentage

Strongly agree4354%

Agree2227%

Neutral810%

Disagree79%

Total80100%

Interpretation:The above table shows that the performance appraisal method helps in motivating them or not, and according to analysis, 54% of the respondents strongly agree that performance appraisal helps in motivating towards their jobs, 37% agree with it, and 10% are neutral with it and the rest 9% disagree with it.

15. Does the performance appraisal help in motivating you towards your job?

Findings Most of the employees are satisfied with support of HR and feel that management is really motivating employees. It is found that non-financial and financial incentives have good impact over employees motivation and it is also clear that incentives provided are satisfactory. From the analysis of data, it is visible that most of the respondents feels no involvement in decision making related to their department or work life. It is found that employees feels development in them through their work and motivated , encouraged most of the time in the organization. Recognition of the work is felt by employees in the organization which helps in achieving their targets over the job performance. It is found that information process is tranfit to most of the employees at work place over new strategies and policies It is alsof found that the organizations performance appraisal mehtod helps motivated.

Suggestions Communicate clear goals and expectations to you Encourage innovation. Engaged employees are innovative. They're always looking for a better way. Incentives that are matched to accountability and results. Managers who want their employees to be engaged recognize that incentives must be allocated based on objective criteria and that different employees are motivated by different things. Sense of belonging. For many of us, friendships at work are our closest relationships outside our families. Satisfaction in job and cordial relationship is very important for a worker.

ConclusionHuman resource is the major ingredient for the organization to attain its objectives. To be effective, Human resource function in the organization should work closely with the line functions. If the HR policies and activities are continuously assessed and reviewed, it can spun workers towards the goals of the organization. When the workers are satisfied on their job, they can work effectively and help to attain the companys objectives.The workers are satisfied with the areas of teamwork, Communication and information flow, opportunities to utilize skills and talents, Salary level, job responsibility. The organization should provide better career development opportunities to increase the level of interest in their work and involvement of the supervisors.

QuestionnaireA questionnaire on Employee MotivationName:Designation:Age:

1. Are you satisfied with the support from the HR department?a) Highly satisfied b) Satisfied c) Neutrald) Dissatisfied

2. Management is really interested in motivating the employees?a) Strongly agree b) Agree c) Neutral d) Disagree

3. Which type of incentives motivates you more?a) Financial incentivesb) Non-financial incentives c) Both

4. How far are you satisfied with the incentives provided by the organization? a) Highly satisfied b) Satisfied c) Neutrald) Dissatisfied

5) Do you think that the incentives and other benefits will influence your performance? a) __put the option________ b)_____________ c) _________

6) Does the management involve you in decision making which are connected to your department? a) Yes b) Noc) Occasionally

7) . Did you increase your skills & abilities in this job?a) Yes b) No

8) Which factor motivates you most?a) Salary incrementsb) Promotions & transfers c) Fringe benefitsd) Relation in organisation

9) Are you encourage to come up with new ideas and creativity ?a) Oftenb) rarelyc) seldom

10. Do the organisation recognizes your work ?a) Agree b) Disagree c) Neutral

11. What factor de-motivates you at work place?a) Job profileb) Company policy c) Work environment

12. Does the Quality of work life motivate and helps in achieving target?a) To a great extentb) to some extentc) rarelyd) seldom

13. Does the organization provide you efficient information needed to get your job done?a) Excellentlyb) preciselyc) not so well

14. Are you satisfied with performance appraisal method adopted in your organization ?a) Yesb) No

15. Does the performance appraisal help in motivating you towards your job?a) Strongly agreeb) agreec) Neutrald) Disagree

16. Any suggestions______________________________________________________________________________________________________________________________