research on motivatio

8/7/2019 research on motivatio

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In the introduction chapter I would like to present my subject to the reader andcreate an interest to continue reading. Furthermore, the focus of my research is to find out if a difference could be found between a worker and a manager regarding motivation to work. If one will occur, I will present and describe it in t

he best possible way.1.1BackgroundIf one takes a moment and reflects upon motivation, how would human beings behave if I lost it? Motivation plays an important role in everything I do, by my selves or together as a group. In addition, without motivation it would be hard forpeople to go to work, pick up the daily groceries, and even spend time with friends and family. Furthermore, motivation to work is of great importance to me. Ibelieve that people spend different amounts of hours at work depending on whatcareer I have chosen. Possible underlying factors to career choice are what motivates a person and how they value their time. If one chose a demanding career the person has more obligations to work than one who is working in a non- demandin

g position. Moreover, the view of work and private life is being looked upon with new insight. Nowadays the boundaries have widened, and work and private life are more connected to each other than before. Whereas, in the past when one lefttheir workplace the person had less obligations or responsibility against the company as Karl Marx once stated Freedom begins at the gates of the factory. Today,people often bring their work home as well as colleagues socialize outside work.Furthermore, the importance of motivation to work has been stressed, and playsa noticeable role in organizations. The issue is much debated and a lot of research has been done in the subject in recent time. Motivation is one of the few factors that have an impact on everything I do and experience, for example with mysurvey, family, and friends and, of course, the basic needs.

1.2 Purpose

The purpose of my research is to clarify whether a difference in motivation to work between manger and worker exists or not. I am thrilled to discover if diverse factors motivate the two or if they have shared understandings and common factors. To be able to present a clear picture I will find suitable theories on thetopic of motivation. The theories will help me to interpret and analyze the collected data.Continuously, I will accomplish carefully planned interviews with workers as well as managers in different companies to get the individual perspective. I wouldlike to get in touch with different organizations to get an objective picture, which will not be influenced by a single companys surroundings. Moreover, I think

that it is important to notice that if a difference will be discovered it mightbe important to take it into Consideration in future organizational behavior.


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1.3 Problem discussionAs mentioned earlier, motivation is crucial for organizations to function, without motivated employees no one would make an effort to work and the companys performance would be less efficient. While studying management I found out that mostof the theories regarding motivation focus upon employees in general and do notreflect on specific positions. On the contrary, I think that there might be a noticeable difference in motivation between diverse levels of employees. I am curious to know whether the old school theorists have taken this fact into consideration or if it has been overlooked during time. Moreover, general and Ill-known theories pay a great attention to human needs whereby self- actualization and jobsatisfaction are the dominant reasons for people to be motivated to work. Other

theories concerning the question what is the factor behind motivation focus mostly on money. Their argument is that without payment no one would go to work. Myopinion is that there must be more underlying causes to motivation than money,at least when discussing managers.In addition, what catches my interest is the difference between a manager and aworker, where I think of the manager as a person in a leading position who has responsibility over others as well as towards the organization. Whereby the worker is a person working in a lower position in the organizational hierarchy, and therefore does not have the same Task or responsibility.

THEORY

Theories of Motivation2.1) Contribution of Robert Owen:Though Owen is considered to be paternalistic in his view, his contribution is of a considerable significance in the theories of Motivation. During the early years of the nineteenth century, Owenss textile mill at New Lanark in Scotland wasthe scene of some novel ways of treating people. His view was that people were similar to machines. A machine that is looked after properly, cared for and maintained well, performs efficiently, reliably and lastingly, similarly people are likely to be more efficient if they are taken care of. Robert Owen practiced whathe preached and introduced such things as employee housing and company shop. His ideas on this and other matters were considered to be too revolutionary for that time.2.2) Jeremy Benthams The Carrot and the Stick Approach:Possibly the essence of the traditional view of people at work can be best appreciated by a brief look at the work of this English philosopher, whose ideas werealso developed in the early years of the Industrial Revolution, around 1800. Benthams view was that all people are self-interested and are motivated by the desi

re to avoid pain and find pleasure. Any worker will work only if the reward is big enough, or the punishment sufficiently unpleasant. This view - the carrot andstick approach - was built into the philosophies of the age and is still to be fo


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und, especially in the older, more traditional sectors of industry.The various leading theories of motivation and motivators seldom make referenceto the carrot and the stick. This metaphor relates, of course, to the use of rewards and penalties in order to induce desired behavior. It comes from the old story that to make a donkey move, one must put a carrot in front of him or dab himwith a stick from behind. Despite all the research on the theories of motivation, reward and punishment are still considered strong motivators. For centuries,

however, they were too often thought of as the only forces that could motivate people.At the same time, in all theories of motivation, the inducements of some kind ofcarrot are recognized. Often this is money in the form of pay or bonuses. Even though money is not the only motivating force, it has been and will continue to bean important one. The trouble with the money carrot approach is that too often everyone gets a carrot, regardless of performance through such practices as salaryincrease and promotion by seniority, automatic merit increases, and executive bonuses not based on individual manager performance. It is as simple as this: If aperson put a donkey in a pen full of carrots and then stood outside with a carrot, would the donkey be encouraged to come out of the pen?The stick, in the form of fearfear of loss of job, loss of income, reduction of bon

us, demotion, or some other penaltyhas been and continues to be a strong motivator. Yet it is admittedly not the best kind. It often gives rise to defensive or retaliatory behavior, such as union organization, poor-quality work, and executive indifference, failure of a manager to take any risks in decision making or even dishonesty. But fear of penalty cannot be overlooked. Whether managers are first-level supervisors or chief executives, the power of their position to give orwith hold rewards or impose penalties of various kinds gives them an ability tocontrol, to a very great extent, the economic and social well-being of their subordinates.

3) Abraham Maslows Need Hierarchy Theory:One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the

form of a hierarchy, ascending from the lowest to the highest, and he concludedthat when one set of needs is satisfied, this kind of need ceases to be a motivator.As per his theory these needs are:(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 untilthese 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 emotionalharm.(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. Itincludes 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 potentialand self-fulfillment. It is to maximize ones potential and to accomplish somethi


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ng.

As each of these needs is substantially satisfied, the next need becomes dominant. From the standpoint of motivation, the theory would say that although no needis ever fully gratified, a substantially satisfied need no longer motivates. So

if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level.Maslows need theory has received wide recognition, particularly among practicingmanagers. This can be attributed to the theorys intuitive logic and ease of understanding. However, research does not validate this theory. Maslow provided no empirical evidence and other several studies that sought to validate the theory found no support for it.4) Theory X and Theory Y of Douglas McGregor:McGregor, in his book The Human side of Enterprise states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under

the category Y. After viewing the way in which the manager dealt with employees, McGregor concluded that a managers view of the nature of human beings is basedon a certain grouping of assumptions and that he or she tends to mold his or herbehavior towards subordinates according to these assumptions.Under the assumptions of theory X: Employees inherently do not like work and whenever possible, will attempt to avoid it. Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals. Employees avoid responsibilities and do not work fill formal directions are issued. Most workers place a greater importance on security over all other factors and display little ambition.

In contrast under the assumptions of theory Y: Physical and mental effort at work is as natural as rest or play. People do exercise self-control and self-direction and if they are committed tothose goals. Average human beings are willing to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization. That the way the things are organized, the average human beings brainpower is only partly used.On analysis of the assumptions it can be detected that theory X assumes that lower-order needs dominate individuals and theory Y assumes that higher-order needsdominate individuals. An organization that is run on Theory X lines tends to beauthoritarian in nature, the word authoritarian suggests such ideas as the power to enforce obedience and the right to command. In contrast Theory Y organizations can be described as participative, where the aims of the organization and of the individuals in it are integrated; individuals can achieve their own goals best by directing their efforts towards the success of the organization.However, this theory has been criticized widely for generalization of work and human behavior.5) Contribution of Rensis Likert:Likert developed a refined classification, breaking down organizations into fourmanagement systems.1st System Primitive authoritarian2nd System Benevolent authoritarian3rd System Consultative4th System Participative

As per the opinion of Likert, the 4th system is the best, not only for profit organizations, but also for non-profit firms.6) Frederick Herzbergs motivation-hygiene theory:


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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 dissatisfies for employees at work. In- transit factors are relatedto job satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his theory on the question: What do people want from their jobs? Heasked people to describe in detail, such situations when they felt exceptionallygood or exceptionally bad. From the responses that he received, he concluded th

at 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 no presence leads to demonization. In similar manner there are certain factors, the absence of which causes no dissatisfaction, but their presence has motivational impact.Examples of Hygiene factors are:Security, status, relationship with subordinates, personal life, salary, work conditions, relationship with supervisor and company policy and administration.Examples of Motivational factors are:Growth prospectus job advancement, responsibility, challenges, recognition and a

chievements.

7) Contributions of Elton Mayo:The work of Elton Mayo is famously known as Hawthorne Experiments. He conducted behavioral experiments at the Hawthorne Works of the American Western Electric Company in Chicago. He made some illumination experiments, introduced breaks in between the work performance and also introduced refreshments during the pauses. Onthe basis of this he drew the conclusions that motivation was a very complex subject. It was not only about pay, work condition and morale but also included psychological and social factors. Although this research has been criticized frommany angles, the central conclusions drawn were: People are motivated by more than pay and conditions.

The need for recognition and a sense of belonging are very important. Attitudes towards work are strongly influenced by the group.8) Vrooms Valence x Expectancy theory:The most widely accepted explanations of motivation have been propounded by Victor Vroom. His theory is commonly known as expectancy theory. The theory argues that the strength of a tendency to act in a specific way depends on the strengthof an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual to make this simple, expectancy theory says that an employee can be motivated to perform better when there is a belief that the better performance will lead to good performance appraisal and that this shall result into realization of personal goal in form of some reward. Therefore an employee is:Motivation = Valence x Expectancy.The theory focuses on things: Efforts and performance relationship Performance and reward relationship Rewards and personal goal relationshipThis leads us to a conclusion that:9) The Porter and Lawler Model:Lyman W. Porter and Edward E. Lawler developed a more complete version of motivation depending upon expectancy theory.

Actual performance in a job is primarily determined by the effort spent. But it

is also affected by the persons ability to do the job and also by individuals perception of what the required task is. So performance is the responsible factor that leads to intrinsic as well as extrinsic rewards. These rewards, along with th


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e equity of individual leads to satisfaction. Hence, satisfaction of the individual depends upon the fairness of the reward.10) Clayton Alderfers ERG Theory:Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model named ERG i.e. Existence Relatedness Growth. According to him there are 3 groups of core needs as mentioned above. The existence group is concerned mainly with providing basic material existence. The second group is the individuals need t

o maintain interpersonal relationship with other members in the group. The finalgroup is the intrinsic desire to grow and develop personally. The major conclusions of this theory are:1. In an individual, more than one need may be operative at the same time.2. If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies.3. It also contains the frustration-regression dimension.11) McClellands Theory of Needs:David McClelland has developed a theory on types of motivating needs:1. Need for Power2. Need for Affiliation3. Need for Achievement

Basically people for high need for power are inclined towards influence and control. They like to be at the center and are good orators. They are demanding in nature, forceful in manners and ambitious in life. They can be motivated to perform if they are given key positions or power positions.In the second category are the people who are social in nature. They try to affiliate themselves with individuals and groups. They are driven by love and faith.They like to build a friendly environment around themselves. Social recognitionand affiliation with others provides them motivation.People in the third area are driven by the challenge of success and the fear offailure. Their need for achievement is moderate and they set for themselves moderately difficult tasks. They are analytical in nature and take calculated risks.Such people are motivated to perform when they see at least some chances of success.

McClelland observed that with the advancement in hierarchy the need for power and achievement increased rather than Affiliation. He also observed that people who were at the top, later ceased to be motivated by this drives.12) Equity Theory:As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs. People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals. Accordingly:If people feel that they are not equally rewarded they either reduce the quantity or quality of work or migrate to some other organization. However, if people perceive that they are rewarded higher, they may be motivated to work harder.13) Reinforcement Theory:B.F. Skinner, who propounded the reinforcement theory, holds that by designing the environment properly, individuals can be motivated. Instead of considering internal factors like impressions, feelings, attitudes and other cognitive behavior, individuals are directed by what happens in the environment external to them.Skinner states that work environment should be made suitable to the individualsand that punishment actually leads to frustration and de-motivation. Hence, theonly way to motivate is to keep on making positive changes in the external environment of the organization.14) Goal Setting Theory of Edwin Locke:Instead of giving vague tasks to people, specific and pronounced objectives, help in achieving them faster. As the clarity is high, a goal orientation also avoi

ds any misunderstandings in the work of the employees. The goal setting theory states that when the goals to be achieved are set at a higher standard than in that case employees are motivated to perform better and put in maximum effort. It


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s Compensation Engineering Public Liability Product Liability Composite Public & Product LiabilityInterview with company area sales manager:-Deepak has been operating within the insurance field since . His position in thecompany is to be responsible for the organization, he is working with the finance department as well as with customer relations. He puts the customers in focus

and stress that it is essential to provide the right product to the right customer. When I asked Deepak what he considers to be his benefits he answered that the major factor is freedom. Continuously, it is due to his flexibility in work as long as the work is completed. Nowadays, for the familys sake he tries to be atthe office between 8 am to 5 pm. For him, job satisfaction is something important; the people working for him must be good colleagues with similar mentality.The factor that motivates Deepak is the relationship with his customers; he hasbecome good friends with many of his customers during the years. Therefore, thecustomers trust him and very often they phone and tell him to invest their moneywithout serious meetings. Deepak values the trust very highly, and has worked hard to create the good relationships. Before, money was a motivating factorFurthermore, of course Deepak can effect a great deal when it comes to company issues, and as mentioned much of his work can be also be adjusted after his deman

ds. When Deepak is describing his leadership, he refers to himself as kind and humble toward the employees. At the same time, he presupposes that the personnelcarry through their work tasks in a way suitable for their customers.

Interview with insurance brokerRahul works at Bajaj Allianz as an insurance broker, he has been employed at thefirm from last 1.5 year. His working tasks are to sell life-insurance as well as different types of saving products, but his salary is not based on provision instead it is fixed amount. Furthermore, Rahul notify that he can affect his salary, depending on how well he perform his work task, and look upon that as some kind of reward.According to Rahul his has no actual position in the company, certainly he is hired as an insurance broker, everyone gets involved in the organization, and forexample if the coffee-machine is broken everyone is concerned.Moreover, when I asked Rahul to describe how he feels about his work, he answered the reason for that the boundary between his work and free-time is loose. Mainly, this depends on him not having a family and therefore no obligations, at the moment his work plays a huge role in his life. Additionally, he always enjoysgoing to work on Monday mornings, and enjoys the daily contact with the customers. What Rahul finds beneficial with his work is the flexibility in working hours, if he does not want to work on a Wednesday it is no problem as long as he compensate it on another day. One more benefit is that he enjoys work and the workin

g climate is satisfying, this is important though he spends more time at work than at home. Bajaj Allianz does not have any fixed policies which provide their employees with extra benefits, for example pension insurance, preventive health c


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are and so on.However, if an employee would like to have a specific benefit it is negotiable with the director. Money is the primary motivator for Rahul; he knew very early that with money he could buy the things he longed for. He believes that our society is influenced by the wage labour economy and that people want to get paid well to be able to buy a fancy car, big house and nice clothing. Rahul is satisfied with his work and thinks it is interesting but at the same time he would not g

o there if he would not get paid.In the end, Rahul is loyal towards Bajaj Allianz, he performs his tasks for thesuccess of the company and of course of his own interest. He wants to be recognized for his work, especially from the person with more knowledge and experience

BANK OF BARODAThe Bank of Baroda was established in the year 1908 in Baroda. Ever since its inception, the bank has been growing and expanding its branches successfully. At the turn of a century, the bank has its presence in 25 countries across the world. Bank of Baroda has progressively taken a step towards commitment and values by

providing uncompromising standards of service to its customers, stakeholders, employees and the like.

Heritage & Ethics of Bank of Baroda:The Bank of Baroda was started on 20th July 1908 under the Companies Act of 1887. The initial capital invested was Rs. 10 Lakhs. The Maharaja was none other than Sayajirao Gaekwad who, with his visionary insight, planned the beginning of areputed journey which over the years, came to be known as the Bank of Baroda.

It is interesting to note that during the period of 1913 to 1917; almost 87 banks in India succumbed to a financial crisis. However, the Bank of Baroda survivedthe economic depression by dint of its financial integrity, business prudence and concern uncompromising concern about its customers and clients. This has transcended down to the present ages and has become the motto of the bank.Investor Relations:By December 1996, Bank of Baroda penetrated the equity market by successfully implementing the Follow on Public Offer of around 71 million equity shares in January 2006. In the present scenario, Bank of Baroda

s public shareholding is as highas 46.19 percent with a total equity capital of 365.53 crore. This is held by Retail Investors, Banks and Financial Institutions, Employees, FIIs and OCBs, Mutual Funds, Insurance Companies and Others.

Key Financial Indicators - Profitability Ratios of Bank of Baroda:-Particulars 31.03.05 31.03.06 31.03.07 31.03.0301.03.09

Interest expenses/AWF 3.68% 3.65% 4.35% 5.10% 5.14%Non-Interest Income/AWF 1.40% 1.12% 1.11% 1.32% 1.42%Cost Income Ratio 46.24% 55.43% 51.30% 50.89% 45.38%


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Net profit / AWF 0.72% 0.78% 0.82% 0.93% 1.15%Return on Assets 0.71% 0.73% 0.72% 0.80% 0.98%Yield on Advances 7.18% 7.43% 8.37% 9.53% 9.50%

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Rural/Agri Banking Wholesale Banking SME Banking Wealth Management Demat ATM / Debit CardsBank of Baroda takes special care to look after the requirements of its shareholders. Given below are the various benefits provided to the shareholders of the bank:- Change of address or names of Shareholders Transmission of shares Transposition

De-materializing Shares Investors Services Department Registrars & Share Transfer Agent Bonds related to Transfer Lodgment of Shares Duplicate Share CertificatePersonal Services Deposits Gen-Next Loans Credit Cards & Debit Cards Services Lockers

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Interview with branch managerH.K Agarwal works as a branch manager in sasni gate branch, BANK OF BARODA,. Hehas been working in the finance sector since 1985, he chose this direction due to interest in economy and to meet people. H.K Agarwal is satisfied with his position where his main work tasks are to lead and coach the employees of the bank;

of course he also performs the ordinary bank tasks.Continuously, he has the possibility to affect and make decisions, especially since he is interacting with other branch managers in the Uttar Pradesh, where the


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y discuss and can influence decisions made by the top management. H.K Agarwal thinks it is beneficial to work with people and to make the customers satisfied; in addition he also enjoys seeing employees develop and grow. To H.K Agarwal theworking climate is very important, if a person does not feel comfortable at work, as a manager you could force them to work, but only for a short time not in the long run. He says that it is essential to work as a team and to have the feeling of

Belonging since we spend more time at work than at home, therefore they have activities together to create a fellow feeling. H.K Agarwal also reflects about thephysical environment and how vital it is with functional spaces and modern technology.When i asked H.K Agarwal what factors those are motivating to him, he said thatit is important to reach the goal he has set, because he is a competitive person. Moreover, he wants to be appreciated for his work, gladly with a pat on the shoulder. The work must also be enjoyable and one has to be open to changes or else the person will turn into a fat cat, as H.K Agarwal said. BANK OF BARODA usesbonus-systems, one which is directly connected with the central organization, ifthe company as whole reaches its goals during a year, every employee will get asmaller bonus. Additionally, there is also a more local bonus, based upon the e

mployees individual achievement. H.K Agarwal also has smaller incentives in orderto encourage employees, for example giving the person who has done well a freeticket to the cinema.This idea depends on the fact that he thinks it is of great value to praise andstimulate the employees. According to H.K Agarwal money must be a motivating factor for the personnel or else they would not use bonus-systems. When it comes tohimself it is a combination of money and free time that is motivating, now a days it is more about his family and living standards and not only money. He stresses that a high pay check can be motivating for a short time, but the work must be satisfying and fun. Furthermore, he is not doing his work task for his ownsake; instead he is hired by the company to perform the work of a manager. Wheni asked him to describe his leadership he answered that he sees the employees aswell as the organization as a sport team, where he is the coach and every emplo

yee has their own key role.

Interview with cashier

Miss. Fatima works as a cashier at BANK OF BARODA, where she helps the customerswith daily banking tasks, for example selling bank services and handling money.His working hours are between 10:00 am and 4 pm, when the bank has extra opening hours, and she finish at 6.30 pm, this results in shorter working week of 38.5hours. Moreover, she has the chance to influence decision regarding her work, but not the company as whole. What she finds beneficial with her work are the flexible working hours, if one of the personnel has to leave early or come late itis possible to do so, but then of course they have to compensate it later. Moreover, she enjoys meeting people and the feeling of doing something good. More material benefits are for example, subsidized lunch, discounted bank services and preventive health care. Miss. Fatima is hired by hours and due to that reason sheis not working with bonus-systems, but she believes that important to be reward

ed when performing well.Today money is the primary motivator for Fatima, If I would not get paid I wouldnot go to work but also the feeling of performance, she feels satisfied after a d


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ays work. Moreover, to meet people and sense fellowship with co-workers is also something that makes her enjoy going to work. At the moment she is satisfied withher position, but would like to advance in the future, and has the opening to do that in the company.Finally, Miss. Fatima performs her work tasks both for the company and for herself, he has a huge interest for the financial instruments and how to use them efficient. Of course, she is employed by BANK OF BARODA and does the work that is r

equired from her for the company. Working extra is not a problem for Fatima, especially due to her amount of free time todayCOMPANY 3 PAVNA JADI PERSONAL INTERVIEWWITH UMESH SHARMA(AGM) AND ANSHU SHARMA(ASSISTANT HR)

PAVNA is a full-capability provider of high quality automotive parts solutions for Two wheelers and wheelers applications, serving automobile manufactures in India as-well-as worldwide.

PAVNA has Joint Venture with ZADI SPA in Europe,Italy, a leader in locks & ignition switches products for automobile.

As the most experienced automotive part solutions company in South Asia, PAVNA GROUP, enjoys a history of more than 34 years of innovation, technology, manufacturing and market leadership. Today, PAVNA GROUP is a full-capability provider ofhigh quality genuine spare parts such as fuel cocks, auto locks, ignition switches and other automotive parts solutions for automobile applications, serving automobile manufacturing in India as-well-as worldwide.PAVNA has ultra modern manufacturing plants in India, located in Aligarh, New De

lhi and Pune. These facilities have been laid out to match world

s best plant engineering standards and as you hear this, my plants are busy producing automotive products in large quantities to my customer

s exacting standards. PAVNA Products has prestigious ISO- 9001:2000 Co. / TS 16949:2002 certification.PAVNA facilities are manned by over a 600 highly skilled and specialized personnel composed of associates, executives and managerWe have grown from success to success since foundation in the year 1971. The company went for a Joint Venture in 2001 on its highly successful collaboration with Zadi SPA, Italy.

Italy

Mission Statement

To retain and reinforce my position as a leading Indian manufacturer of automotive genuine spare parts, to meet the aspirations of customers in domestic and export markets.


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Vision Statement

We, the proud members of the PAVNA family, shall strive vigorously to delight mycustomers who are our very purpose, by pursuing excellence and innovation through committed team work. To this endIshall promote continuous learning, achievement orientation and ethical business practices, which will make us shine as a global player.

vna. All rights reserved

We are dedicated to achieve excellence in our work. PAVNA maintains the highestethical and professional standards and strives to stay on the leading edge in te

chnology, in an ever-changing environment.

While our greatest strength is the ability to understand the clients goals, our success is very much attributed to strong teamwork, continuous R&D and the dedication and commitment of each and every member of the PAVNA GROUP family to deliver unsurpassed quality and reliable products & services to the total satisfactionof all our customers.Ibelieve that our historical success and future prospects are directly related to a combination of strengths, including the following :

Best Speed to Market in Industry. Cost efficiency World class technology

Global scale of operations Product range and expansion lend scalability to operations Comprehensive CAD/CAM and product development capability High Quality, motivated Human ResourcesThese extensive resources combined with our dedication to the highest professional standards enable us to support a wide range of our clients

business needs.

Our customer base is highly diversified. Our market leadership has been attainedand preserved by successful utilization of our products by major global automot


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ive manufacturers for several decades.

Interview wit AGM:-Umesh Sharma works as a AGM at PAVNA ZADI, he is responsible for the production,

designing, HRD, qualityassurance, estate and security department. He describeshis work task as providing leadership for the abovementioned departments, moreover he has a position in the leader group in the company where he has the possibility to make decision as well as influence them. Due to that reason Umesh Sharmahas the opportunity to make decision regarding his own work.Something particular about PAVNA ZADI is that their working hours is reduced during the summer, between June and August they work between 8 am to 4 pm. Whereasduring the other months their working hours are from 8 am to 5 pm, additionallyEvery now and then the employees have to work over time, especially when there is a meeting or other events scheduled in evenings. Umesh Sharma has been workingin the finance sector before as a controller, and he feels that the area is interesting to work within. Moreover, he describes his work as stimulating and exiting where he has the possibility to learn something new which satisfies his curi

osity, his work also offers contact with people. There are many factors that are beneficial for Umesh Sharma in his work. For example, the working climate is very good at PAVNA JADI and the environment is very free, there is an ongoing dialog between managers and workers, and Maries door is always open.Moreover, Umesh Sharma feels that he has fulfilled they companys expectations onhis and even more. In addition, the people Umesh Sharma is responsible for are very competent and he feels that he has the opportunity to delegate work and at the same time know that it will be done in a good way. More concrete benefits arethe payment, pension insurance, both the knowledge and the actual insurance, and for Umesh Sharma the closeness to work is very favorable.

When I ask Umesh Sharma what factors are motivating to his he declared when one starts working the person build his or his free time and life from the money they earn. Moreover, he thinks that money is motivating to a certain point,but all in all it is more important with the work task and the working environment. Of course, money plays a role but it is not the most important one. For Umesh Sharma it is a combination between work, family and free time.When Umesh Sharma started at PAVNA ZADI his salary was a bit lower compared to the one he had before, but this did not bother his due to the fact that his newtasks and responsibility was more challenging. His raise in salary in the past has been encouraging but the motivating result did not last for long, it is moreof a price tag of the performed work.Finally, Umesh Sharma carries out his work tasks both for the company, what is expected from his position, but also for his own sake, because he feels that he can develop and grow as a person. When he describes his leadership, he thinks that he is open and a good listener, but he stresses that it is important to keep a

distance and not be too good friends. Continuously, he also characterizes himself as a leader who stands for his decisions. and it like a ripple the way the leader think is appointed for the company .


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help me to analyze and interpret the information that I have collected from theinterviews. I am inspired to find out if there are some aspects that distinguish the manager and the worker. These will be presented in my final conclusion. Ihope my work and findings will create a curiosity and contribute to further research in the subject.

Pre- understanding

It is important to have a pre- understanding when one would like to interpret and understand the collected material. The definition of pre- understanding is previous knowledge about the subject, and experiences from the field that one is investigating. A persons experience can derive from both personal and working lifeand from others through books, reports and lectures. Although, it is important to have a pre-understanding and one has to be open for new information and interpretation. Taking all of this into consideration, I would like to present my pre-understanding regarding management and motivation. The two authors have the sameacademic background. I have chosen the path of management and have therefore ex

panded my knowledge within the area. Previously, studied basic organization theories. One of the authors has studied psychology on university level and I feel that that knowledge will also contribute to my research. Motivation also plays animportant role in psychology and in order to accomplish something I depend on motivation. Moreover, it can be useful knowledge when I interpret and analyze thegathered information. I feel all my previous knowledge will be advantageous forme to carry out good ideas and usable arguments for the conclusion

Research strategy

It is important for the researcher to decide what kind of research strategy he or she should Use, there are two ways of establishing what is true or false and todraw conclusions: induction and deduction. In the inductive strategy the researcher tries to create general conclusions, where the theory is the result of the study. However, these conclusions could not be one hundred percent certain due tothe reason that they are generated from The research process begins with data collection and observations that lead to findings from which a theory can be developed, On the other hand, the deduction strategy relies on logical reasoning and develops hypotheses from already published material. The starting positions inthis case are theories, concepts and models, where they are being used to explain the collected data as well as the studied phenomenon. This type of strategy is often used when the researcher test the theories in practice, and adopt quantitative studies.OBSERVATIONS FINDINGS THEORY BUILDING

Finally the abovementioned strategies are usually combined as one, adductive strategy. Additionally it is substantial to see the adductive strategy as amixture of both and not as a new strategy. In my research I will use the combination, the underlying reasons is that theory will be presented before collectingdata, and when collecting it I will use qualitative data. Two ways of structuring and working with a research, I will use the first way (1) and not the secondway, which is influenced by inductive strategy. In the first way the researchersuse existing knowledge to be able to structure the research problem, and to know which facts are relevant and should be considered.


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nManager motivationJay T. Knippen a professor at University of south Florida and Thad B. Green whois a business author and consultant have written an article regarding the question of what motivates ones boss. The article start off with a quote Only God knowsand he wont tell. But when you find out tell me and two of us will know.There aresix different steps that one could use to analyze a managers behavior. The first

one is called review the basics of motivation, which the authors of the articlerefers to as a guessing game. The reason is that it is an ongoing process whichnever ends, a manager can be motivated by many different factors and those can be changed over time. The one who is investigating the behavior should analyze how the manager behaves and what s/he values in life. Some examples could be; always be right, play it safe, be liked, look good, be in control of everything, have job security etc.Continuing, once one has made ones guesses of what the motivators are, one shouldtry to understand why they motivate. This will be done by asking the manager, asking others in the surroundings watch the manager and listen to him or her. When the investigator interviews the manager it is not always certain that the manager will be totally truthful.

Moreover, one could ask other people who know the manager to get information about what motivates him or her. In addition, to watch the manager is a good way ofseeing how s/he behaves in different situation, where one should try to identify the motivational factors. It is of great importance that the person who wantsto know about manager behavior listens carefully to what s/he is saying. This must be done to be able to analyze and interpret what motivates the manager.Finally, the more often a motivator will occur, the more it is a sign of what motivates the manager. Trying to define which factors affect him or her often willdetermine the important motivators. If a manager is dominated by enjoying power, advancement and money, s/he will not be concerned about the workers and if s/he is liked or not. On the other hand, a manager can be influenced by appreciation from others as well as good relationship with co-workers and job security where that manager is not very result oriented and not egoistic

RESEARCH METHODOLOGY

The purpose of methodology is to describe the research procedure. This includes overall research design, sampling procedure, data collection method and analysis procedure.Stage-1

Familiarization with the company and formulation of the objectives.

Stage-2In this stage the method & survey areas in city were finalized.

Stage-3In this stage survey instruments i.e. questionnaire form was given a

nd was modified and finalized under the guidance of Area Managers.


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Stage-4The fieldwork was carried out in this stage for data collection, in t

he areas allotted for survey.Stage-5

In this stage analysis and interpretation was done and conclusionsand suggestions were given for improvements needed in distribution activities.

OBJECTIVES1. Clarify the differences in motivation to work between manger and workerexists or not.2. To study the factor effect motivation between manager and worker.3. To analyze the differences occur in efficiency between both the parties.4. To assess whether money and other extra benefit motivate both the parties.

RESEACH DESIGN:

Sampling universe : finite sampling units : managers and worker Sample size : 20 Sampling technique : judgmental sampling

RESEARCH INSTRUMENTS:-

Researchers mainly have a choice of instruments like the following: Interview QuestionnaireIn collection of primary data, I have used structured questionnaire with closed ended and by taking interview .

ANALYTICAL TOOLS: -

The used analytical tools were average, percentage, ratio, graphical analysis using Microsoft Excel and Microsoft Word.SOURCE OF DATA:-

Primary data:-The primary data to be selected was based upon the response of the res

pondents to the questionnaire designed. After a lot of discussion with the seniors and project guide, the self-designed questionnaire was developed for PrimaryData Collection. The questionnaire consists of closed ended questions. A part of

Questionnaire was targeted to know the personal details of the respondents. Another part comprised of the self-designed questionnaire and will consist of closed ended questions with every question having its own importance and meaning.


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Target population:-Managers as well as worker of the particular organization.

Secondary Data:-The secondary data was collected by referring through web sites, magaz

ines and the final data was analyzed systematically to achieve the desired resul

t.Secondary data used collected from the sites of the organization, and searcheddata from Google.com, CiteHR.com etc.

ANALYSIS OF INTERVIEWIntroductionFirst of all I would like to mention that each and every person that I have interviewed has contributed with many interesting aspects regarding work and motivation. In order to present the data that is relevant for my study, I will not examine each person individually. However, I will divide the interviews into two groups, worker and manager. My interviewees have not discussed the questions in exactly the same way, but still considerable similarities can be interpreted within

the answers.I am aware of the fact that a critical eye is necessary while conducting a research. However I feel that the interviewed persons have answered in a truthfully way, the reason is probably that I have asked personal and individual questions to them, mostly, because I am not interested in company issues or policies how the company motivates their employees.Interestingly, my first observation is that persons working in a manager position are older and have more experience. On the other hand the persons working in the worker position are younger and not that experienced. Naturally, this appliesfor my study and due to my interviews.In general, I can see that the interviewed persons perform their work tasks either for the companies sake or as a combination between the company and themselves.The tasks they perform can be viewed as work and not as play because the work t

asks have a distinct purpose. Moreover, due to the fact that the interviewees get paid for their achievements support the discussion regarding work and not play.

Worker and manager analysisA common factor between the ones Interviewed is their feelings about their work.Everyone enjoys their work, have an interest for the line of business and lovethe contact with other people. If I summarize these mentioned factors about howthey feel about work it can be connected to Herzbergs dual- factory theory, wherework itself is a motivator which leads to job satisfaction.Moreover, the person experience motivation when performing the actual work tasks. I believe that people must enjoy their working atmosphere and the work itself,mostly due to the fact that people spend more time at work than at home. In addition, if a person has negative thoughts about his or her work I think it is hard to be motivated at all. Surely, a person could manage the situation for a short while but not in the long run.

Possibility to affect decisionsWhen I talked to the workers I were surprised to find out that they have the opp


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ortunity to affect decisions regarding their position, I did not expect them tohave as much influence. Especially, concerning their working hours and internaleducation, working hours which are flexible, and in one case depend on the season and the fact that they all have the possibility to advancement. I believe thatthe workers experience a sense of freedom in their work and therefore increasetheir feeling of influence over decisions regarding their positions.Moreover, I think this openness can contribute to motivation to go to work. In m

y opinion a parallel can also be drawn to Herzberg where advancement is a motivator, where he claims that opportunity to reach a higher position within the organization increases job satisfaction and will keep the workers motivated for a long time. All of my workers are happy with their position at the moment, but willdefinitely reach for higher positions in the future. Reasons for this could bethat they are fairly new on their position, their relatively young age, and theyfeel that they have more to learn.On the other hand, the managers have more impact on decisions regarding the whole company, much depending on their position within the organization. Where the position itself gives them the chance to be involved in decisions regarding the employees they are responsible for as well as issues concerning the company.I do not see the possibility to make decisions itself as a motivating factor for

the managers; instead I believe that they are still motivated by the previous advancement within the company. Moreover, Herzberg states that advancement as motivator is something that last for a long time so therefore this has already beenachieved. When I asked the manager if they are satisfied with their positions and they all agreed.

Working climateAnother interesting factor is the working climate; all workers believe it is important to have friendly colleagues and nice working environment. Additionally, as Rahul at Bajaj Allianz stated during the interview enjoys going to work on Monday mornings. I understand the workers thought about their working climate as something that must be there so that they can experience a good environment at work.I imagine that my interpretation of the interviewed workers can be agreed with

McClellands need theory. One of the conclusions McClelland has presented is the need for affiliation among workers, because friendship and good relation with colleagues are important for them.Even though the working climate is important for the workers, during the interviews it became clear to us that it is vital for the managers. They strongly stress how important it is to communicate the friendly environment so that the organisation functions and that the employees experience belongingness. For example, with an open door, team spirit and trust. Furthermore, during the interviews withthe managers they often pointed out how essential the working climate is, I seethis as a motivating factor for them.

Discussion regarding benefitsIn my case the workers pay attention to the concrete benefits provided by the company. At Indo gulf fertilizer the employees get subsidized lunch, prevented health care, flexibility in working hours. In addition, at the employees get similar benefits as Pavna Jadi.On the other hand, at Bajaj Allianz the benefits for employees are not distinct,but they have possibility to turn to manager and negotiate the benefits the person wish for. I guess that the subsidized lunch is there for the reason that thecolleagues can talk to each other about more than work tasks, the company wants

their employee to socialize during lunch hour.Furthermore, the lunch gives them the opportunity to talk with people within thecompany to whom that they usually do not converse with. I also believe that the


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whole idea create a positive thought, going out to eat is something exciting for all most every person. Another factor that can be pointed out is the feeling of fellowship between the employees, and this is positive outcome of the subsidized lunch. Of course, BANK OF BARODA does not provide subsidized lunch, but on the other hand they already have a strong fellowship between the people working at the firm, mostly due to the small size of the organization. Moreover, I believe that if BANK OF BARODA will expand in the future, subsidized lunch will be pro

vided.On the contrary, the managers in the interviewed companies do not refer that much to the concrete benefits for them the working climate is more important. The managers see the working climate as an actual benefit. In my opinion I imagine that the managers have another perspective regarding the working climate, due to their positions, where they are hired as managers and therefore have the responsibility to guide the personnel. Moreover, I think that the working climate playsa great role since they work active with it.Aspects of motivationWhen I conducted my interviews I recognized common factors regarding motivationwithin the group of managers and within the group of workers. Everyone is satisfied with their current position and enjoys going to work.

In my research all the workers describe money as a huge factor when it comes tomotivation. Two of the interviewees stress that they would not go to work without any payment. Indeed, the more non material factors such as working climate, interest in work itself is important to them, but money is discussed as the most essential motivator. According to Vroom a person would like to be rewarded and the reward must be tangible, and I believe that money is tangible.I understand the workers desire for money as a hunger for material things, theyare (in my case) young and have not been active in the labor market for that long, and therefore they have a need for buying things they long for. As the article of Stajkovic and Luthans mention, that money can be used to satisfy physiological and psychological needs. Moreover, as Vroom point out, people cannot be motivated by something they do not want, as I see it, the workers want things and therefore long for money. Furthermore,

Jackson and Carter also describe how important money is when it comes to motivation, and that people can survive without job satisfaction but not without a paycheck. Additionally, the workers wish money as reward for their performance, perhaps not a bundle of bank notes, rather a bonus or a pay increase. I believe that this type of reward has to be visible and concrete for the workers, so that they can actually experience that they accomplished something good for the company. At the same time it is appropriate to mention what H.K Agarwal at BANK OF BARODA discussed during my interview regarding bonus- system. Where he believes thatit would not stay alive if people where not inspired to worker harder when theycan receive a bonus. On the other hand, the managers do not mention tangible reward at all when I asked them how important reward is for their performance. Instead they pay attention to more non material factors. A parallel can be drawn toHerzbergs dual- factor theory, where he declares that achievement, recognition,work itself, responsibility and advancement are motivators. If I compare his idea to my material from the interviews with managers I can discover that achievement, recognition, work itself and responsibility are harmonized. If these different factors are fulfilled the job satisfaction will increase.What I believe are important for the managers are appreciation for their work, and be recognized by others in the company, responsibility in their positions andas mentioned before a great interest of performing the actual work. In my casethe motivator called advancement is not new for the managers, due to the fact that there are already happy with the position they hold, as I stressed before, this motivator has already beenachieved.

Moreover, Stajkovic and Luthans discuss in their article incentive motivators, money, social recognition and performance feed back. I have argued that money ismore important for the workers than the managers. Of course, money is important


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for managers to a certain point, and as they told us during the interviews, money was more important when they where young and fresh on the labor market. At thepresent they are more concerned about social recognition, which Stajkovic and Luthans define as being approved and appreciated for the work they perform. Another management theorist who has researched about motivation to work is McClelland, where he has defined needs, achievement, power and affiliation. McClelland also declares that the need for achievement and need for power are often more reco

gnizable for managers. I imagine that my interviewed managers comply with the need for achievement where a person wants individual responsibility and likes to make decisions. I believe that the managers like to make decisions or else they would not have applied for the position.Furthermore, a common aspect that my interviewed managers discussed was the importance of family and free time. I think that money has lost a bit of its interest, the managers already live in house they like, drive the car they have longedfor and have a family. For them nowadays it is more essential to have the weekend to spend time with their families. Finally, what also seems important for themanagers are once again theworking climate, to enjoy their work and colleagues and the feeling of doing something good

ANALYSIS AND INTERPRETATION OF QUESTIONNAIREQ1.) Are you satisfied with the support of the hr department?

Rank worker managerhighly satisfied 0% 30%satisfied 60% 70%neutral 40% 0%dissatisfied 0% 0%highly dissatisfied 0% 0%

INTERPRETATION:-From the above graph I can say that in my research work manager are satisfied with the support of the HR department and they HR department also work according their wish as on any decision they all work in a team while when we ask to the worker they are not much satisfied with the hr department as they are totally agree that HR department has no keen interest in them and they have not much abilityto change any decision regarding their on wish.

Q2.) Which type of incentive motivates you more?

item MANAGER WORKER

FINANCIAL 0% 0%NON-FINANCIAL 0% 0%BOTH 100% 100%


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INTERPRETATION:-From the above graph I can say that whether in the case of manager or in

case of worker both the parties are in the favors of financial as well as non-financial incentives because these items motivate them to do the work with full efficiency.

Q3.) How far you satisfied with the incentives provided by the organization?ITEM MANAGER WORKERSTRONGLY AGREE 90% 10%AGREE 10% 80%DISAGREE 0 10%STRONGLY DISAGREE 0 0

INTERPRETATION:-in Incentive which are provided by the company to their employee for their pleasing work, it influence the worker more because they are mostly motivated in themonetary term while manager run for recognition, name, position, reputation, mon

ey is important to some extend so from the above graph it is clear that in comparison of manager, employee give much preference to incentive so monetary term isa motivator for the workers.

Q4.) Are you extremely motivated by commercial success?

ITEM MANAGER WORKERINCREASED SALE 24% 18%REDUCED COST 0% 1%PROFITABILITY 12% 5%PROMOTION 64% 76%

INTERPRETATION:-From the above diagram I came to know that reduced cost as well

as profitability of the organization does not much affect but promotion is thatfactor which affect both the side very well .i comparison to worker sale is that factor which influence manager more as they assume that as much as the sale increase in the organization they get the advantage. So I can say that commercialsuccess motivate the worker as well as manager.

Q 5) Rank the following factor which motivate you most

Q6) Do you think that incentives and other benefit will influence your performance?ITEM MANAGER WORKER

INFLUENCE 93% 100%DOES NOT INFLUENCE 5% 0%NO OPINION 2% 0%


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INTERPRETATION:-In my research, I come to know that the extra benefits which are given to the worker 100% affected as they are more concern toward their work or I can say job while manager also influence by the benefit criteria but some managers have different point of view that they are not exaggerated by the incentives but the ratio of such type of respond is minimum that it may be count in as nothing.

Q 7) is your company is eager in recognize and acknowledge employee work?ITEM WORKER MANAGERSTRONGLY AGREE 32% 61%AGREE 36% 25%NEUTRAL 28% 8%DISAGREE 2% 5%STRONGLY DISAGREE 2% 1%

INTERPRETATION:-From the study, I approach that manager are strongly believe that the company iseager and ready to acknowledge the employee worker while in the case of

manager also influence by the benefit criteria but some managers have differentpoint of view that they are not exaggerated by the incentives but the ratio ofsuch type of respond is minimum that it may be count in as nothing.

Q 8) Does the organization involve you to decision making are connected to yourdepartment?ITEM WORKER MANAGERYES 56% 97%NO 30% 2%OCCASIONALLY 14% 1%

INTERPRETATION:-After the survey I am surprised that in the organization workers also involve inthe decision making because earlier the study I thought that organization doesnot involve the worker decision and 97% manager always ready to involve their decision or for the well fare of the company.

FINDINGS

From the whole study I come to know that manager and workers are motivated differently because both belong to unlike designation and workers are not much supported by the top management as they believe that these are easily hired and firedbut manager are not treated as like workers. According to my survey, factors which affect worker is in monetary term while ma

nager are not in the favor yet to some extent they are in fond of money becauseit is that trough which they get bread but recognition, name ,and fame are moreimportant for them.


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As far as concern about the efficiency, it is truth that efficiency of the employee moor depends on motivation, if the employee is not motivated by monetary andnon-monetary term than their efficiency level down. Through the survey I come to familiar that money and other benefit motivate boththe parties . CONCLUSION

I would like to present the results I have found during my study. Differences inwhat motivate a manger and a worker has been discovered. In this chapter, I will reveal my outcome of the journey, enjoy! --------------------------------------------------------------------------------------------------------------- The whole process of writing my thesis has contributed to a greater knowledge ofmotivation to work, especially while studying previous presented theories. Fromthe interviews I have gain much information regarding the subject and given usa deeper insight of motivation. All in all my research has made it possible forme to draw exciting Before starting to present the different findings for workers and managers, I would like to say that without an interest for ones work motivation could be hard t

o define. Luckily, all interviewees participating in my thesis have a huge interest within their line of business and the company. My conclusion of what motivates a worker is, primarily money. They want to receive tangible rewards for their performance, for example bonuses and pay increasefor the same work which can be viewed as money, in one way or another. Moreover,the craving for material benefits, subsidized lunch, preventive health care, which can be used to strengthen my argument that money is what motivate workers. Certainly, the working climate matters for the persons in worker positions, however I feel that this is not the essential working motivator. My conclusion of what motivates a manager is, working climate, recognition and free time. They experience a positive recognition as a reward as well as working climate, and do notpay attention to material ones. Moreover, I have discovered how important good relationship with colleagues, acknowledge for their work and to create a pleasant

working environment are. The other factor that motivates a manager is his or her free time, where the person wants time for activities other than work. Of course, the managers would notwork for free, they still want to have a realistic pay check, and however moneyplays a smaller role for the manager. To answer my research questions, there are differences in motivation to work between a manager and a worker. The major difference is money for the workers and recognition, working climate and free time for the managers .I imagine that moneywill attract people to a job, but recognition and development will keep people. For final outcome of my research I would like to use a clich, the grass is alwaysgreener on the other side of the fence. I have reached the conclusion that people always want more. However, the workers want more things and therefore they urge for more money, and that is what drives them forward. On the contrary, the managers need for money has decrease over the years; they own the material thing they want. Instead, the non material factors as family and friends are fundamental for the manager and that is what drives him or her forward. In addition, whatthey want is to create a better working place, make tasks more effective and bethere for The employees, because it can always be better according to them.

LIMITATIONS

Following are the limitation of the study-

The response of the worker is very negative nobody is ready to fill the forms.


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Sample size was very small personally I went in to three industries.

Through the mail I get only 5 mails from the 25 mails.

The whole study last for one month, its a good time but these types of project should be given at least two month.

The study was conducted in Aligarh personally so its not universal.

The questionnaire has two forms that I took interview as well as there is some questionnaire.

I concentrated my research on the private sector, where occupations within thatarea are being used, where the public sector would not be included.

Because of face to face interview workers are hesitate to tell the answer.

SUGGESTIONSA survey is not complete without the suggestions because when a study is done toknow the reasons of the problem then solutions should be a part of the project:-

There should be a family environment in the office so workers are more co-operative.

Managers must talk to the workers directly to know their problems related to any grievance, frienge benefits etc.

There should be good relation between top management ,middle and lower level management.

There should be organizing a competitive environment toward work so eachand every employee performs the work.

Managers must be involved in the decision making of their department because they easily understand those needs and wants and as well as the level of motivation itself increase by these type of exercises.

Conclusion

APPENDICES Interview session is conducted Instructions of analyzing questionnaire As far as concern the questionnaire I have divided my questionnaire in to two pa


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tterns first is interview session and second is questionnaire. In Interview session I personally meet with the manager and the worker of particular company. I have asked 19 question from the manger and 18 from the worker. The Likert scale has been chosen for the questionnaire:-o Strongly agreeo agreeo neutral

o disagreeo strongly disagree The questionnaire has been given in 3 companies personally with a judgmental sampling. Evaluation is depending on how many employees have same opinion on particular question. No. of employee (agree, strongly agree, disagree. and strongly disagree) are divided by the total no. of sample size.

ANNEXURE

Books:- Research Methodology methods & techniques - by C. K. Kothari

Human Resource Management text and cases - by V.S.P. Rao

Human Resource Management - by K. AshwathappaWebsites:- http://www.google.co.in/

citeHR.com,HR.com

http://www.rediffmail.com

https://mail.pavnagroup.com

https://mai.bajajallianz.com

http://www.ask.com/

https://www.bankofbaroda.com

Other Sources Company Prospectus

Motivation to work- differences between manager and workerCompany: ________________________________________Interviewee: ______________________________________Date_____________________________________________1. Can you tell us shortly about your organization? ............................................................2. What kind of position do you have in your company? What tasks do you perform? ......3. What are your working hours? ...................................................................................4. How long have you been working for (the company)...................................................5. How long have you been operating in this line of business? .............

...........................6. How do you feel about your job? .................................................................................


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7. Can you influence your work/ company decisions? ........................................................8. What is beneficial with your job? What are your benefits? (If there areany) 9. What role do they play in your life? .................................................................................10. Does your work include a bonus- system? Is it important for you to get r

ewards for your performance?11. How important is the working climate for you? ................................................................12. Are you satisfied with your current position? If not, do you have the possibility to advance?13. What factors would you say are motivating to you? ......................................................(1) Some people say that it is money that motivates them, what would you sayto them?(2) some people say that it is non-material factors that motivates them,14. What would you say to them? ........................................................................................

15. How important is the salary in relation to non- material factors? ...................................16. What would it take for you to work extra hour? ..17. If you would be offered to work extra on a Saturday for an extra bonus,what would you say? ..18. Do you perform the task that youre supposed to do, for the companys sake or for yourself? 19. How would you describe your leadership? (Only for manager)

Motivation to work difference between manager and workerRespected sir/madam,

As a part of my project I would like to gather some information from you which will help me an in depth study of project .I would highly obliged if you co-operate with me in the questionnaire .since the questionnaire is being used for academic purpose ,the information gather will be strictly confidential

PREETI MAHESHWARIKINDLY FILL THE FOLLOWING(Please put a tick mark in the appropriate box)Q1.) Are you satisfied with the support of the hr department?a) Highly satisfyb) satisfyc) Neutrald) dissatisfye) highly dissatisfyQ2.) Which type of incentive motivates you more?a) Financialb) Non-financial

c) Bothd) Q3.) How far you satisfied with the incentives provided by the organization?


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a) Strongly agreeb) Agreec) Neutrald) Disagreee) Strongly disagreeQ4.) Are you extremely motivated by commercial success?a) Increasd sale

b) Reduced costc) Profitabilityd) promotionQ 5) Rank the following factor which motivate you most?Rank (1, 2, 3, 4) respectivelyNumber Factor Rank1 Salary increase2 Promotion3 Leave4 Motivational talks5 Recognition

Q6) Do you think that incentives and other benefit will influence your performance?a) Influence b) Does not influencec) No opinionQ 7) is your company is eager in recognize and acknowledge employee work?a) Strongly agreeb) Agreec) Neutrald) Disagreee) Strongly disagreeQ 8) Does the organization involve you to decision making are connected to yourdepartment?

a) Yesb) Noc) OccasionallyQ 9) Provide the rate:-Strongly agree 5, Agree 4, Neutral 3, Disagree 2, strongly disagree 1Number Influencing factor Rating1 Reasonable periodical increase in salary2 job security exist in the company3 Good relation with co-worker4 Effective performance appraisal system5 Good safety measure adopted in the organization6 Performance appraisal activities are helpful to get motivated


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Thank you

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