CHAPTER 1: INTRODUCTION TO MOTIVATIONThe 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.Motivation is the core of management.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.

1.1 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.According to Michael J. Jacius ; Motivation is the act of stimulating some one or oneself to get a desired course of action or to push the right button to get a desired reaction.According to Dalton E. Mcfarland, "The concept of motivation is mainly psychological. It related to those forces are many and keep on changing with time motives are invisible and directed towards certain goals.1.2 Importance of motivation:Motivation is one of the most important factors determining organizational efficiency. All organizational facilities will go to waste in absence of motivated people to utilize these facilities effectively. Every superior in the organization must motivate its subordinates for the right types of behavior. The performance of human beings in the organization is dependent on the ability in the motivation. Rensis Likert called motivation as" the cost of the management". Motivation is an effective instrument in the hands of management in inspiring the workforce. Motivation increases the willingness of the workers to work, thus increasing efficiency and effectiveness of the organization.1. Best utilization of resources: Motivation ensures best and efficient utilization of all types of resources. Utilization of resources is possible to their fullest extent if the man is induced to contribute their efforts towards attaining organizational goals. Thus, people should be motivated to carry out the plans, policies and programmes laid down by the organization.

2. Will to Contribute: There is a difference between "Capacity to work" and "willingness to work". One can be physically and mentally fit to work but he may not be willing to work. Motivation results in feeling of involvement to present his better performance. Thus, motivation bridges the gap between capacity to work and willingness to work.

3. Reduction in Labor Problems: All the members try to concentrate their efforts to achieve the objectives of the organization and carry out plans in accordance with the policies and programmes laid down by the organization if the management introduced motivational plans. It reduces labor problems like labor turnover, absenteeism, indiscipline, grievances, etc. because their real wages increase by the motivational plans.

4. Sizeable increase in production and productivity: When motivated properly, people try to put efforts produce more, thus increasing their efficiency and as a result of this general production and productivity of the organization increases. They (motivated employees) use the methods, system and technology effectively in the best interest of the organization.

5. Basis of Cooperation: In a zeal to produce more the member's work 'an s a team to pull the weight effectively, to get their loyalty to the group and the organization, to carry out properly the activities allocated and generally to play an efficient part in achieving the purpose which the organization has undertaken'. Thus, motivation is a basis of cooperation to get, the best result out of the efforts of the human beings on the job.

6. Improvement upon skill and knowledge:All the members will try to be efficient as possible and will try it improve upon the skill and knowledge to the progress of the organization which, in turn will provide the promised and more, ultimately enabling them to satisfy their needs - personal and social both.

7. Acceptance of organizational change: Change is the law of nature. Due to several changes in the society, changes in technology, value system, etc. organization has to incorporate these changes to cope with the requirement of the time. If people are effectively motivated, they gladly accept, introduce and implement these changes without reserving any resistance to change and negative attitude, thus keeping the organization on the right track of progress.

8. Better Image: A firm that provides opportunities for the advancement of its people has a better image in the minds of the public as a good employer. This, image helps in attracting qualified personnel and thus simplifies the staffing function. This will also improve employee satisfaction and reduce industrial stifle. In a nutshell, to achieve the organizational and individual goals in an economical and efficient manner, motivatiis an important tool in the hands of management to direct the behavior of subordinates in the desired and appropriate direction and thus minimize the wastage of human and other resources.1.3 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). Six major approaches that have led to our understanding of motivation are Mcclellands Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need hierarchy or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation Theory, Two factor Theory. 1. McClellands Achievement Need Theory:According to McClellands 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.Need for affiliation It is the related to social needs and creates friendship. This results in formation of informal groups or social circle.2. 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.3. 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 Maslows theory to interpret specific problems in personnel administration and industrial relations.The crux of Maslows 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. 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.

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.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. Such needs are generally met by safety laws, measure of social security, protective labor laws and collective agreements. 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. This need reflects a state defined in terms of the extent to which an individual attains his personnel goal. This is the need which totally lies within oneself and there is no demand from any external situation or person.

4. J.S Adams Equity Theory:Employee compares her/his job inputs outcome ratio with that of reference. If the employee perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality, increased absenteeism, voluntary resignation.5. Vrooms Expectation Theory:Vrooms theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated.6. 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.X Theory Individuals inherently dislike work. People must be coerced or controlled to do work to achieve the objectives. People prefer to be directedY 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.1.4 Types of Motivation:1. Intrinsic 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.2. Extrinsic Motivation: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)

CHAPTER 2: MOTIVATION AT MICROSOFT CORPORATION2.1 Company Profile:Microsoft Corporation,leading developer of personal-computersoftware systems and applications. The company also publishes books and multimedia titles, offerse-mailservices, and sellselectronic gamesystems, computer peripherals (input/output devices), and portable media players. It has sales offices throughout the world. In addition to its main research and development centre at its corporate headquarters in Redmond, Washington, U.S., Microsoft has opened research labs in Cambridge, England (1997); Beijing, China (1998); Aachen, Germany (2003); Sadashivnagar, Bangalore, India (2005); Cairo, Egypt (2006); Cambridge, Massachusetts (2008); Herzliyya, Israel (2011); and New York, New York (2012).2.2 Founding and early growth:In 1975Bill GatesandPaul G. Allen, two boyhood friends from Seattle, converted BASIC, a popular mainframecomputer programming language, for use on an early personal computer(PC), the Altair. Shortly afterward, Gates and Allen founded Microsoft, deriving the name from the wordsmicrocomputerandsoftware. During the next few years, they refined BASIC and developed other programming languages. In 1980International Business Machines Corporation(IBM) asked Microsoft to produce the essential software, oroperating system, for its firstpersonal computer, the IBM PC. Microsoft purchased an operating system from another company, modified it, and renamed itMS-DOS(Microsoft Disk Operating System). MS-DOS was released with the IBM PC in 1981. Thereafter, most manufacturers of personal computers licensed MS-DOS as their operating system, generating vast revenues for Microsoft; by the early 1990s it had sold more than 100 million copies of the program and defeated rival operating systems such as CP/M, which it displaced in the early 1980s, and laterIBM OS/2. Microsoft deepened its position in operating systems withWindows, agraphical user interfacewhose third version, released in 1990, gained a wide following. By 1993, Windows 3.0 and its subsequent versions were selling at a rate of one million copies per month, and nearly 90 percent of the worlds PCs ran on a Microsoft operating system. In 1995 the company released Windows 95, which for the first time fully integrated MS-DOS with Windows and effectively matched in ease of useApple ComputersMac OS. It also became the leader in productivity software such asword-processingandspreadsheetprograms, outdistancing longtime rivals Lotus and WordPerfect in the process.Microsoft dramatically expanded its electronic publishing division, created in 1985 and already notable for the success of its multimedia encyclopaedia,Encarta. It also entered the information services and entertainment industries with a wide range of products and services, most notably the Microsoft Network and MSNBC (a joint venture with theNational Broadcasting Company, a major American television network).As a result, by the mid-1990s Microsoft, which became a publicly owned corporation in 1986, had become one of the most powerful and profitable companies in American history. It consistently earned profits of 25 cents on every sales dollar, an astonishing record. In the companys 1996 fiscal year, it topped $2 billion in net income for the first time, and its unbroken string of profits continued, even during the Great Recession of 200809 (its net income had grown to more than $14 billion by fiscal year 2009). However, its rapid growth in a fiercely competitive and fast-changing industry spawned resentment and jealousy among rivals, some of whom complained that the companys practices violated U.S. laws against unfair competition. Microsoft and its defenders countered that, far from stifling competition and technical innovation, its rise had encouraged both and that its software had consistently become less expensive and more useful. A U.S. Justice Department investigation concluded in 1994 with a settlement in which Microsoft changed some sales practices that the government contended enabled the company to unfairly discourage OS customers from trying alternative programs. The following year the Justice Department successfully challenged Microsofts proposed purchase ofIntuit Inc., the leading maker of financial software for the PC.

2.3 Motivation at Microsoft Corporation:Barry Boehm observed that numerous productivity studies have found that motivation is the largest single contributor to productivity (Software Engineering Economics, Prentice-Hall, 1981). It is hardly a coincidence, then, that the most successful software company in the world has continually succeeded in motivating its development teams to extreme degrees. Stories of 10-, 14-, even 18-hour days are common at Microsoft, as are stories of people who live in their offices for weeks at a time (Steve Maguire, Debuggingthe Development Process, Microsoft Press, 1995). I have seen fold-out couches, cots, and sleeping bags in offices at Microsoft. I know of one developer who had a Murphy bed custom-made to fit his office. Dave Moore, Microsoft's director of development, described a typical day at Microsoft like this: "Wake up, go to work, do some work. 'Oh, I'm hungry.' Go down and eat some breakfast. Do some work. 'Oh, I'm hungry.' Eat some lunch. Work until you drop. Drive home. Sleep" (Michael Cusumano and Richard Selby, MicrosoftSecrets, Free Press, 1995).In its local area, Microsoft is known as "The Velvet Sweatshop," which suggests that, if anything, Microsoft might be doing too good a job of motivating its employees.How does Microsoft achieve such a high level of motivation? It's simple. Microsoft explicitly focuses on morale. Each group at Microsoft has a morale budget that can be used for anything the group wants to use it for. Some groups buy movie-theater style popcorn poppers. Some groups go skiing or go bowling or have a cookout. Some groups make T-shirts. Some groups rent a whole movie theater for a private screening of their favorite movie.While Microsoft was still involved with OS/2, the OS/2 development group requested that the company install a washer and dryer in their building so that they wouldn't have to go home to do their laundry. Although the group never got its washer and dryer, the message was clear: this team wanted to work. It didn't ask for promotions, more money, bigger offices, or fancy carpet; it asked for management to remove every conceivable roadblock so that it could concentrate on shipping a product.When I first began consulting at Microsoft, I was pleasantly surprised to find how much time each day I could actually spend working. Every floor in every building has a supply room stocked with common and not-so-common office supplies. You just take what you need, and you don't even need to sign anything. Most other supplies are only an email message away. If you need office equipment--bookcases, whiteboards, and so on--you just send email, put a note on the wall where you want the office furniture, and within 24 hours someone will have installed the furniture in your office. If you have a computer problem, you call the company's help desk and within an hour or two a knowledgeable computer technician will have fixed your problem. They lend you a computer if necessary, and they will even swap your hard disk into the loaner to minimize downtime.Microsoft also makes extensive use of non-monetary rewards. I spent a year at Microsoft working on Windows 3.1. During that time, I received three team T-shirts, a team rugby shirt, a team beach towel and a team mouse pad. I also took part in a nice team dinner on the local "Dinner Train" and another dinner at a upscale restaurant. If I had been an employee, I would also have received a few more shirts, a Microsoft watch, a plaque for participating in the project, and a big Lucite "Ship-It" award for shipping the product. The total value of this stuff is probably only two or three hundred dollars, but as Tom Peters and Robert Waterman say inIn Search of Excellence(Warner Books, 1982), companies with excellent motivation don't miss any opportunity to shower their employees with non-monetary rewards.Microsoft doesn't ignore developers' personal lives, either. During the time I was there, the developer who had the office next to mine had his 10-year-old daughter come by every day after school. She did her homework quietly in his office while he worked. No one at the company even raised an eyebrow.Motivating yourself and other employees is part of the Microsoft corporate culture. Microsoft doesn't have an explicit practice of asking team members to commit or "sign up" for a project, but it isn't uncommon for an employee who expresses doubt about meeting a deadline to be asked whether he or she is signed up. Microsoft avoids the problem of phony-sounding management motivational speeches because, as often as not, the question doesn't come from a manager; it comes from the person who will have to do the work if the person in question doesn't do it.In addition to providing explicit support for morale, Microsoft gladly trades other factors to keep morale high, sometimes trading them in ways that would make other companies shudder (Pascal Zachary,Showstopper!, Free Press, 1994). I've seen Microsoft team managers and team leaders trade methodological purity, programming discipline, control over the product specification, control over the schedule, management visibility -- almost anything -- to benefit morale.Whatever you might think of the effects this approach has on other project factors, the effect on motivation and morale -- and consequently on Microsoft's success -- speaks for itself.Work/Life Balance:Like most communities, Microsoft has its own language. One oft-used phrase is "work/life balance," which has many nuanced meanings. Taken literally, work/life balance is about finding a healthy balance between the time you spend at work and the time you spend away from it. It's about family relationships (for employees who are married or have children), and the problems that work and work stress cause. It's about the explicit demands that managers, teams, and Microsoft in general place on employees. It's about the implicit demands created when all your co-workers are themselves workaholics.Microsoft starts off at a disadvantage here, because the people Microsoft hires tend to be driven and a little socially dysfunctional. So employees already tend to screw up their relationships with others and focus on work to the exclusion of everything else, without any encouragement from Microsoft. Also, the Seattle area is known for being somewhat isolating lots of young, ambitious professionals with no time for making friends.Microsoft adds jobs that are very mentally challenging, sometimes aggressive product schedules, a campus that's a bit isolated (and isolating) from the outside world, and voil you've got all the ingredients for poor work/life balance.It's not all bad, however some teams within Microsoft provide extremely supportive work environments. I personally know several large teams in which almost all the employees have families, or in which the team is unusually diverse (for a software company e.g., >50% women). Naturally, the employees on these teams tend to experience significantly better work/life balance.Mc Clelland Theory at Microsoft Corporation:Microsoft invests a lot of resources into retaining and motivating their employees. The most pronounced program that Microsoft offers is an employee advancement program. (Microsoft Corp. 2008) A psychologist named McClelland is known for his theory in a persons need for achievement. McClellands theory discusses that some people have a need for overcoming difficult tasks, achieving goals and bettering ones self. (Kreitner & Kinicki, 2008) Microsoft has human resource personnel that are tasked with creating leaders. These individuals goals are to help grow skills that make future leaders and current leaders more skilled in their area of expertise. Microsoft encourages employees to further their learning by offering management clinics, seminars, and professional classes. If Microsoft doesnt offer what the employee is looking for, they support them by offering funding for professional classes and allowing time off for them. (Microsoft Corp. 2008) By assisting employee advancement within the company, Microsoft sees high levels of motivation amongst those that have a need for self advancement and achievement.McClelland also theorizes that people have a need for affiliation. This need is found in people that flourish in social groups. These individuals enjoy group activities, especially if these activities can help the common good of people. (Kreitner & Kinicki, 2008) Microsoft has realized that in order to help with employee satisfaction, they need to help employees feel proud of themselves. By establishing organizations that help with charities and provide volunteers for community programs, employees are given opportunities for group projects. Not only do these group help meet the need for affiliation, they help satisfy intrinsic motivators such as community service.Another form of fulfilling the needs of the employees, Microsoft sets very clear goals and mission. Having a clear line of sight minimizes confusion. Confusion can and usually does lead to dissatisfaction, which then can lead to a loss of motivation. (Kreitner & Kinicki, 2008) Microsoft states that their missions are; Honesty and Integrity, respect for others, willingness to take a challenge, passion for customers, accountability, and self-criticism. Microsoft states that these mission help to get the employees personally attached to the company. This attachment helps the employees feel good about their contributions to the company as a whole. (Microsoft Corp. 2008) By getting the work force personally involved with well defined mission and values, and offering a extremely lucrative benefits package; Microsoft has accomplished the difficult task of both appealing to individuals intrinsic and extrinsic needs. With both sets of need being fulfilled, Microsoft has achieved a high level of personal motivation within their corporation.

CHAPTER 3: MOTIVATION AT TATA MOTORS3.1 Company Profile:Tata Motors Limited is Indias largest automobile company, with consolidated revenues of INR 2,32,834 crores (USD 38.9 billion) in 2013-14. It is the leader in commercial vehicles in each segment, and among the top in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments.The Tata Motors Groups over 60,000 employees are guided by the mission to be passionate in anticipating and providing the best vehicles and experiences that excite our customers globally.''Established in 1945, Tata Motors presence cuts across the length and breadth of India. Over 8 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The companys manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand), Sanand (Gujarat) and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The companys dealership, sales, services and spare parts network comprises over 6,600 touch points, across the world.Tata Motors, also listed in the New York Stock Exchange (September 2004), has emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand, South Africa and Indonesia. Among them is Jaguar Land Rover, acquired in 2008. In 2004, it acquired the Daewoo Commercial Vehicles Company, South Koreas second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched several new products in the Korean market, while also exporting these products to several international markets. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. In 2006, Tata Motors formed a 51:49 joint venture with the Brazil-based, Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India the plant is located in Dharwad. In 2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the companys pickup vehicles in Thailand, and entered the market in 2008. Tata Motors (SA) (Proprietary) Ltd., Tata Motors' joint venture with Tata Africa Holding (Pty) Ltd. set up in 2011, has an assembly plant in Rosslyn, north of Pretoria. The plant can assemble, semi knocked down (SKD) kits, light, medium and heavy commercial vehicles ranging from 4 tonnes to 50 tonnes.Tata Motors is also expanding its international footprint, established through exports since 1961. The companys commercial and passenger vehicles are already being marketed in several countries in Europe, Africa, the Middle East, South East Asia, South Asia, South America, CIS and Russia. It has franchisee/joint venture assembly operations in Bangladesh, Ukraine, and Senegal.The foundation of the companys growth over the last 69 years is a deep understanding of economic stimuli and customer needs, and the ability to translate them into customer-desired offerings through leading edge R&D. With over 4,500 engineers, scientists and technicians the companys Engineering Research Centre, established in 1966, has enabled pioneering technologies and products. The company today has R&D centres in Pune, Jamshedpur, Lucknow, Dharwad in India, and in South Korea, Italy, Spain, and the UK.It was Tata Motors, which launched the first indigenously developed Light Commercial Vehicle in 1986. In 2005, Tata Motors created a new segment by launching the Tata Ace, Indias first indigenously developed mini-truck. In 2009, the company launched its globally benchmarked Prima range of trucks and in 2012 the Ultra range of international standard light commercial vehicles. In their power, speed, carrying capacity, operating economy and trims, they will introduce new benchmarks in India and match the best in the world in performance at a lower life-cycle cost.Tata Motors also introduced Indias first Sports Utility Vehicle in 1991 and, in 1998, the Tata Indica, Indias first fully indigenous passenger car.In January 2008, Tata Motors unveiled its Peoples Car, the Tata Nano. The Tata Nano has been subsequently launched, as planned, in India in March 2009, and subsequently in 2011 in Nepal and Sri Lanka. A development, which signifies a first for the global automobile industry, the Nano brings the joy of a car within the reach of thousands of families.Tata Motors is equally focussed on environment-friendly technologies in emissions and alternative fuels. It has developed electric and hybrid vehicles both for personal and public transportation. It has also been implementing several environment-friendly technologies in manufacturing processes, significantly enhancing resource conservation.Through its subsidiaries, the company is engaged in engineering and automotive solutions, automotive vehicle components manufacturing and supply chain activities, vehicle financing, and machine tools and factory automation solutions.Tata Motors is committed to improving the quality of life of communities by working on four thrust areas employability, education, health and environment. The activities touch the lives of more than a million citizens. The companys support on education and employability is focused on youth and women. They range from schools to technical education institutes to actual facilitation of income generation. In health, the companys intervention is in both preventive and curative health care. The goal of environment protection is achieved through tree plantation, conserving water and creating new water bodies and, last but not the least, by introducing appropriate technologies in vehicles and operations for constantly enhancing environment care.With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.

3.2 Motivation at TATA Motors:A Tata Motors is known for its employee relationship. Tata Motors has a more efficient corporate culture in the organization. Under these circumstances, Motivation of its employees becomes more important for Tata Motors. Tata Motors has taken so many steps regarding employee Motivation. Various programmes are running in the organization.At Tata Motors, they follow 5 levels to implement motivation. The first level is concerned with the employees dignity and competence, and the organisations duty in respecting these. The second level focuses on facilitating employees with suitable equipment, systems and a conducive environment. At the third level, trustworthy relationships with employees should be nurtured through an inclusive approach. The fourth level is concerned with showing the organisations commitment towards employee engagement by capturing the voice of employees proactively. At the fifth level, the organisation needs to work towards providing employees with the right sense of responsibility and purpose. Perhaps all these steps would lead to the creation of an engaged workplace where employees are aligned with the organisational values, mission and objectives.1. Respecting employees dignity and competence:Employees spend their entire day at the workplace and naturally the first issue that they would be concerned with is their dignity. The question uppermost in their minds and hearts would be: Does this organisation care about my dignity? Am I able to do my work upholding my dignity? Obviously this feeling of dignity varies from employee to employee, but the norms followed by the organisation should be perceived as enabling a dignified existence. All the things that employees need to encounter should be considered while judging the upholding of dignity aspect. In fact, several organisations have started focusing on this aspect.2. Facilitating employees with suitable equipment, systems and environment:The work to be done by employees gets the right impetus when they are provided with suitable equipment, appropriate systems and processes, and a supportive environment. This should result in a non-silo organisation where there is a seamlessness facilitating easy coordination. Especially in the case of service organisations, the environment must help to engender mutual trust and kindle the spirit of cooperation. This environment can also be enabled through online engagement and ensuring that employees (especially those in remote locations or needing to travel extensively) are able to stay connected with the organisation in a seamless manner. So, giving them access to real-time data and providing them online working facilities helps. Companies such as Tata Metaliks have been able to offer an online workplace that has helped enhance employee engagement and increase efficiency levels.A supportive environment also means that the organisation would help support innovation initiatives of employees and the efforts would be reflected in the performance management system.3. Inclusive approach towards employees trust-based relationships: Even though superiors have the power to appraise their subordinates and give them ratings, decide their increments and bonuses, employees are also judging the organisation constantly. They seek an inclusive approach to make them feel that they belong and are valued by the organisation. The employees should feel they can trust the organisation and the relationship is based on mutual affection and trust. In large organisations, it becomes critical since there is a possibility that an employee will feel lost in the labyrinths of the corridors of power. The role of senior leaders and their readiness to meet and share experiences with employees across levels is an important aspect.To create an egalitarian culture and integrate employees across the organisation, common platforms for information sharing and collaborations need to be put in place. This becomes more critical for organisations that have teams deployed across different geographies and comprise employees belonging to a variety of cultures. Tata Motors, which has diverse teams working in different geographic locations and belonging to different cultures, created the Ultimax platform, an online forum where employees across levels and geographies can come together.

Employees need to have faith in the organisations governance mechanism and its adherence to values. Having a whistleblower policy and an ethics counsellor may not be enough to assure employees. The actions taken by the firm to enforce its values and good governance has an impact on the employees perceptions regarding its intent.4. Proactively capturing the voice of employees: The organisation may have instituted various initiatives for employee engagement, but their actual feelings needs to be captured. Though most organisations have formal feedback mechanisms to capture employees feelings, the formal procedure could result in guarded responses. In fact, many employees take care not to mention anything adverse in the feedback fearing retribution from superiors. But for the engagement to be effective, it is necessary to capture the real feelings of employees and to respect the feedback. This requires a multi-pronged approach comprising formal, semi-formal and even informal feedback capturing. The formal processes of the HR department are well-known. More can be done through the semi-formal and informal methods. A friendly chat between the boss and the employee can help discern pertinent feelings this is a semi-formal approach.5. Ensuring that employees are given responsibility and purpose: When employees are convinced about the organisations intent in upholding its values and following good governance, they seek opportunities to perform and excel. The organisation needs to offer responsibility to these employees, to give them a sense of purpose and fulfilment. This gets manifested in several ways including the development of breakthrough products such as Tata Motors Nano or Tata Chemicals Swach. More importantly, it can be used to create organisation-wide movements that drive results. Rallis instituted the Kisme Kitna Hai Dum contest wherein teams took on self-initiated innovation projects that were guided and funded by their superiors. They reported noteworthy results that have boosted Ralliss performance in recent times. This aspect goes beyond the basic job responsibilities that are cascaded down through the balanced scorecard.

Employees feel a sense of responsibility and purpose if they are given other opportunities that help in organisation-building. This could be in the form of mentoring of subordinates or story-telling. At Indian Hotels, the best performers are roped in to share their experiences, through story-telling, with other colleagues to shape their attitudes and learning. It is not necessarily business-related. Tata Motors has created a platform called Seva that enables employees to take up volunteering opportunities and contribute to social causes. Surely these opportunities provide employees with a greater sense of responsibility and purpose, and enhance engagement.An engaged organisation is one where there is mutual trust and respect among employees and where employees take pride in their work and the organisations values. While meticulously designed measuring instruments may not be able to tell whether employees are engaged or not, the genuine smiles, sincere camaraderie, and spontaneity shown in going beyond the call of duty are the best indicators of engaged employees. It is evident in the spring in their steps and the eye-to-eye contact followed by a warm smile whenever they meet a colleague or a customer.

CONCLUSION

The case studies help to derive four ways to motivate employees effectively;1. Ensure a positive work environment.If you're hearing that there are internal conflicts or office politics that are creating an unpleasant work environment, you are the one who can fix it. The fact that you listened and you acted will be a sign that you care about creating a positive place to work.2. Foster teamwork.Make sure you have a mission statement and that your employees understand why their role is important to the overall success of their company. In your conversations with employees, strengthen the notion that your company is a team and that when you win, they win too. Then follow through. Even if it's a small gesture like ordering in lunch for everyone after a big deal is signed, make sure they share in the successes.3. Get creative about rewards and incentives.Money isn't the only way to motivate employees to work harder or smarter. Perhaps you've got a young parent working for you who could benefit from flexible hours or the opportunity to work from home one day a week. Maybe your salesperson has just put in a lot of long days to make a big deal happen and would prefer extra time off to a bonus. When you show you're willing to be flexible to meet your employees' needs you'll likely discover your employees will reward you.4. Provide learning and growth opportunities.When employees are bored with their jobs, it generally shows. You notice it, and so do your customers. When you interview employees for a job, take time to ask about areas of interest. Maybe your new receptionist who is taking creative writing classes in the evening would thoroughly enjoy the chance to help develop some marketing materials. Maybe the new waiter who said he hopes to be a chef someday could do a shift in the kitchen every so often and get some on-the-job training. Giving employees an opportunity to learn new skills and pursue special interests may be one of the most effective things you can do to motivate them and it's all good for business.To motivate is to lead effectively.

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