A STUDY ON EMPLOYEE MOTIVATION

AT AAI, CALICUT INTERNATIONAL AIRPORT

“CALICUT INTERNATIONAL AIRPORT”

Submitted by:
MAMMU MASHARKHAN.PK
Reg. No:0941157
Project work submitted to the University of HINDUSTAN in partial
fulfillment of the requirements for the award of the MBA

MASTER OF BUSINESS ADMINISTRATION (MBA)

DEPARTMENT OF MANAGEMENT STUDIES

HINDUSTAN INSTITUTE OF TECHNOLOGY AND SCIENCE
Rajiv Gandhi salai,Padur
2009-2011
 DEPARTMENT OF MANAGEMENT STUDIES
HINDUSTAN INSTITUTE OF TECHNOLOGY AND SCIENCE
Rajiv Gandhi salai, Padur

CERTIFICATE

This is to certify that the Project work entitled “AIRPORT EMPLOYEE

MOTIVATION IN “CALICUT INTERNATIONAL AIRPORT” is a
bonafied record of the work done by Mr. MAMMU MASHARKHAN.PK,
Reg No. 0941157 submitted to the department in partial fulfillment for the
requirement of MBA (Master of Business Administration).
The internal Viva is held on………………………………..and
commented as……………

Head of the Department. Internal Examiner

 DECLARATION

I here by declare that the report submitted by me to the department of

management administration, HINDUSTN INSTITUTE OF TECHNOLOGY
AND SCIENCE, in partial fulfillment of the requirement of P.G of Master of
Business Administration is a record of original work done by me. The
observations and suggestions in the report are based on information collected
by me.
Further, I declare that I have not submitted this report in full or part of
any other university or any other management institutes.

Yours truly,
MAMMU MASHARKHAN.PK
 ACKNOWLEDGEMENT

At first I would like to thank almighty God for giving me power and
patience to complete the project report in a successful way.
I happily record here my abiding gratitude to Dr.Shreenivasa, our beloved
Head of the MBA department,HINDUSTAN INSTITUTE OF TCHNOLOGY
AND SCIENCE.
I happily record here my abiding gratitude to Mr.RAVI, Human resource
manager ,CALICUT INTERNATIONAL AIRPORT , for providing me all
necessary facilities carrying out this project report.
I am very much thankful to DEAN-------------------------,.
My deepest sense of gratitude is to Mrs. BHATHMAPRIYA,
Lecturer,Hindustan institute of technology and science,Padur, without whose
guidance at each and every stage, this project would not have become a
reality.
I would also express my thanks to my parents, and all person who have
helped me in the successful completion of this project work

MAMMU MASHARKHAN.PK
 CONTENTS

S.No PARTICULAR PAGE No

1 Industrial profile 6

2 Airport profile 8

3 Human resource department 12

4 Research problem

5 Objective and limitation of the study

6 Research methodology

7 Review of literature

8 Data analysis and interpretation

9 Findings and suggestions

10 Conclusion

11 Bibliography

12 Annexure
Industrial profile
About Airports

Ownership and Management

1. The Constitution of India refers to civil aviation as a subject in the Central List and
is therefore within the legislative competence of Parliament. The Aircraft Rules,
1937 permit airports other than Government airports to be owned by citizens of
India or companies or corporations registered and having their principal place of
business in India. Thus the legislative framework for privatization of airports
already exists. In fact, some airports are already owned by State Governments,
private companies and even individuals.
2. What is needed now, in view of the worldwide thrust towards corporatization and
privatization of airports, is a strategy that permits utmost latitude in the patterns of
ownership and management of airports in the country. Thus, airports may be owned
by the Central Government, PSUs, State Governments, Urban local bodies, private
companies and individuals, as also by joint ventures involving one or more of the
above. Similarly, it would be best to keep all the options open in respect of the
management of airports or parts of airports. These could be on Build-Own-Transfer
(BOT), Build-Own-Lease-Transfer (BOLT), Build-Own-Operate (BOO), Lease-
Develop-Operate (LDO), Joint Venture, Management Contract or Wrap-around
Addition basis. In each individual case, the exact pattern could be negotiated,
depending on the circumstances.
3. In the case of high-cost projects involving international hubs, Government may
seek international or bilateral cooperation with countries having the requisite
expertise and financial strength. The actual implementation of the projects would be
entrusted to consortia interested in turnkey execution on a joint venture basis.
4. Foreign equity participation in such ventures may be permitted up to 74% with
automatic approvals, and up to 100% with special permission. Such participation
could also be by foreign airport authorities.
5. It may be clarified that the normal procedures of licensing of airports by the
DGCA would continue to apply in accordance with the laid down regulations.
 Airport profile

About Calicut international airport

 Calicut International Airport also known as Karipur Airport, is an International
Airport serving the city of Kozhikode (Calicut), Kerala, India. It is a hub for Air India
Express.

The airport is located 26 km (16 mi) from the Kozhikode Railway Station and 27 km
(17 mi) from the town of Manjeri, with the closest railway station being at Feroke. It is the
12th busiest airport in India in terms ofpassenger traffic and 11th in cargo handling

Calicut Airport is one of the three international airports located in Kerala. Calicut airport
was given the status of international airport on 2 February 2006, thereby paving the way
for the improvement of the infrastructure there for handling international flights.The airport
is one among the three airports in India that has a table top runway (others being
Mangalore and Lengpui) which creates an optical illusion that requires a very precise
approach from the pilot.

The airport was sanctioned after a long period of struggle which began in 1977 under the
leadership of freedom fighter K. P. Kesava Menon. Funds were collected from Gulf
Malayalis for its development in the 1990s when the Union Government said it did not
have funds. To raise the funds needed for airport development, the Malabar International
Airport Development Society was formed. Later major developments of facilities, such as
extension of runway from 6,000 ft (1,800 m) to 9,000 ft (2,700 m) to facilitate operation of
wide-body aircraft were carried out with loans from the Housing and Urban Development
Corporation (HUDCO). A user fee was also introduced to pay back the loans.

Since then, facilities at the airport have been greatly increased by the Airports Authority of
India. There has also been a steady increase in the volume of passenger traffic from the
airport. The Airport also has a steady increase of cargo handling
Quality Policy of the airport

“CALICUT INTERNATIONAL AIRPORT one of the famous airport

in India. this airport is fully committed to quality in the provision and
management of airport infrastructure and services while always pursuing
optimum customer satisfaction. we also engage our business partners in
quality assurance processes for Calicut international airport to be one of the
best airports in India
This commitment equality is achieved through effective, timely and consistent
implementation of planned development and operational systems which
reflects customer and business requirements. This is underpinned by
mandatory adherence to documented procedures by our staff through
comprehensive training programs, developing personal accountability and the
provision of adequate resources according to quality assurance principles.
Continuous improvement is fundamental to sustained quality excellence and
CALICUT AIRPORT will strive to improve its facilities and services for
customers by means of structured corrective and preventative action. Service
standards have been set in relation to customer satisfaction and these are
measured at regular intervals to ensure the standards are maintained and
improved upon achieving its quality objectives, CALICUT AIRPORT will
ensure that it satisfies its customers service requirements, ISO quality
management system standard, and all legal and regulatory requirements ”

Infrastructure of Calicut international airports

1. In keeping with the ICAO standards and recommended practices and the
requirements of upgrading airports to the level of international and
regional hubs, detailed master plans for the development of all selected
airports will be prepared or revised by the operating agency. Such master
plans should be conceived of and executed by the best expert advice
available and taking futuristic requirements into account. All future
 upgradation and modernization will have to be normally done in
accordance with the master plans. If there is a deviation from the master
plan, it will be approved by the Board of Directors of the operating agency
and the statutory Government agency designated for the purpose.
2. Priority will be accorded to safety, passenger facilities, aircraft and
cargo handling, while deciding the allotment of funds among different
upgradation and modernization schemes.
3. Air transport serves a time-sensitive market. The surface access to
airports should therefore be efficient and city planners should keep the
airport-linked requirements constantly in view while designing surface
transport development plans. There is a special need to emphasize the
aspect of rail links with airports, in view of its near absence in India as
contrasted with other countries.
4. airport providing highly infrastructure facilities to their passengers and
employees. They providing high transport, water, proper ventilation, and
other services providing all levels in the airport

Location of the Calicut airport

Calicut International Airport also known as Karipur Airport, is an International

Airport serving the city of Kozhikode (Calicut), Kerala, India. It is a hub for Air India
Express.

The airport is located 26 km (16 mi) from the Kozhikode Railway Station and 27 km
(17 mi) from the town of Manjeri, with the closest railway station being at Feroke. It is the
12th busiest airport in India in terms of passenger traffic and 11th in cargo handling.
Human resource department
Research problem
 RESEARCH PROBLEM

Human Resource Management is a management function which recruits,

select, train and develop members for an organization. Human Resources can
be defined as the “Knowledge skills, creative abilities, talents and aptitude of
an organization. As want all the values, attitudes approaches and beliefs of
the individuals involved in the affairs of the organizations.
The Indian Factories Act 1948 specifies the role of welfare officer in
industry. He is often required to act as management between workers and
management during lab our conflicts. In fact personnel management in India
is confused with welfare and lab our related activities. In the absence of any
clear demarcations of the role of welfare officers, vis-à-vis personnel officers
and without a specified status given to the latter, many organization, suffer
from available personnel problem. Obviously, Human Resources
Management is concerned with the people dimension in the organization.
Here I conduct a study on employee motivation in a Calicut international
airport
Objectives and limitations of the study
Objectives

Primary objectives
1) To analyze the motivation level of employee in Calicut international

airport

Secondary Objectives

1) To find out the attitude of employees towards their job.

2) To suggest necessary measures for improving motivation of

employees.

Limitations

1) Experienced employees are not ready to disclose unpleasant fact to

outsiders.
2) Due to busy schedule and shift changed of the employees, lack of available
detail result.
3) Due to personnel bias employees not ready to disclose unpleasant
information, about superiors and management
Research methodology
 RESEARCH METHODLOGY

Prepare Questionnaire
And
Collect Data

Collect Necessary
Information from
employees
Review of literature
 REVIEW OF LITERATURE

Introduction to the Subject:-

it is the one of the important factor which effect human behavior.motivation not only
effects other cognitive factors like perception and learning but also effects the total
performance of an individual in an airport.it is an important factor which encourages
employees to give their best performance and help in attaining their goals.after
hiring,traing remunerating,the employees should be motivated properly for better
performance.
Motivation means inspiring the personnel with enthusiasm to do work for the
accomplishment of the objectives un the organization.it is the important functions of a
manager.A successful manager knows that the just issuing of dierections,however well
communicated and worded,does not mean that they will be followed.he makes the proper
use of motivation to induce the personnel to work harmoniously for the achievement of
organizational objectives .the manager must understand the human behavior to provide
maximum motivation among his subordinates or employees.motivation is the action that
stimulate an individual to take a course of action which will result in the attainment of goal
or satisfaction of cirtain meterials or psychological needs of the individual himself.
Motivation is derived from the word ‘motive’ which means
idea,need,emotion.so to motivate a person,need,emotion,etc of person should be
studied.there a number of factors that induces an individual for good performance to meet
his needs and emotions.thus motivation is the process of getting the needs of the people
realized to induce them to work for the accomplishment of organizational objectives.hence
motivation is nothing but act of inducement.
According to Edwin B.Flippo defines “motivation is the process of
attempting to influence others to do their work through the possibility of gain reward ”
 THEORIES OF MOTIVATION
1.Maslow’s need hierarchy theory
The basis of Maslow's motivation theory is that human beings are motivated by unsatisfied needs, and that
certain lower factors need to be satisfied before higher needs can be satisfied. According to Maslow, there are
general types of needs (physiological, survival, safety, love, and esteem) that must be satisfied before a
person can act unselfishly. He called these needs "deficiency needs." As long as we are motivated to satisfy
these cravings, we are moving towards growth, toward self-actualization. Satisfying needs is healthy, while
preventing gratification makes us sick or act evilly. As a result, for adequate workplace motivation, it is
important that leadership understands the active needs active for individual employee motivation. In this
manner, Maslow's model indicates that fundamental, lower-order needs like safety and physiological
requirements have to be satisfied in order to pursue higher-level motivators along the lines of self-fulfillment.
As depicted in the following hierarchical diagram, sometimes called 'Maslow's Needs Pyramid' or 'Maslow's
Needs Triangle', after a need is satisfied it stops acting as a motivator and the next need one rank higher starts
to motivate.

Self-Actualization

Esteem Needs

Social Needs

Safety Needs

Physiological Needs

2. Frederick Herzberg two-Factor Theory

Frederick Herzberg and his associates began their research into motivation during the 1950′s, examining the
models and assumptions of Maslow and others. The result of this work was the formulation of what Herzberg
termed the Motivation-Hygiene Theory (M-H). The basic hypotheses of this theory are that:

1. There are two types of motivators, one type which results in satisfaction with the job, and the other which
merely prevents dissatisfaction. The two types are quite separate and distinct from one another. Herzberg
called the factors which result in job satisfaction motivators and those that simply prevented dissatisfaction
hygienes

2. The factors that lead to job satisfaction (the motivators) are:

• achievement
• recognition
• work itself
• responsibility
• advancement

3. The factors which may prevent dissatisfaction (the hygienes) are:

 • company policy and administration
• working conditions
• supervision
• interpersonal relations
• money
• status
• security

Hygienes, if applied effectively, can at best prevent dissatisfaction: if applied poorly, they can result in
negative feelings about the job.

Motivators are those things that allow for psychological growth and development on the job. They are closely
related to the concept of self-actualisation, involving a challenge, an opportunity to extend oneself to the
fullest, to taste the pleasure of accomplishment, and to be recognised as having done something worthwhile.

Hygienes are simply factors that describe the conditions of work rather than the work itself. Herberg’s point
is that if you want to motivate people, you have to be concerned with the job itselfand not simply with the
surroundings.

In a medical sense, growth, healing and development occur as natural internal processes. They are the result
of proper diet, exercise, sleep etc. Hygienic procedures simply prevent disease from occurring. They do not
promote growth per se. Herzberg says that we should focus our attention on the individuals in jobs, not on the
things that we surround them with. He maintains that we tend to think that growth and development will
occur if we provide good working conditions, status, security and administration, whereas in fact what
stimulates growth (and motivation to grow and develop) are opportunities for achievement, recognition,
responsibility and advancement.

3.David McClelland Need for Achievement

The one single motivating factor which has received the most attention in terms of research, is theneed for
achievement . As a result, we know more about than any other motivational factor. Much of this knowledge
is due the work of David McClelland of Harvard. To illustrate what he means by the need for achievement,
McClelland cites the following example:

“Several years ago, a careful study was made of 450 workers who had been thrown out of work by a plant
shutdown in Erie, Pennsylvania. Most of the unemployed workers stayed at home for a while and then
checked with the employment service to see if their old jobs or similar ones were available. But a small
minority among them behaved differently; the day they were laid off, they started job hunting. They checked
both national and local employment offices; they studied theHelp Wanted sections of the papers; they
checked through their union, their church and various fraternal organisations; they looked into training
courses to learn a new skill; they even left town to look for work, while the majority when questioned said
they would not under any circumstances move away to obtain a job. Obviously the members of the active
minority were differently motivated”.

Individuals with a high n-ach have a number of distinctive characteristics which separate them from their
peers. First of all, they like situations where they can take personal responsibility for finding solutions to
problems. This allows them to gain personal satisfaction from their achievements. They do not like situations
where success or failure results from chance. The important thing is that the outcome be the result of their
own skill and effort.

A second characteristic of high n-ach people is that they like to set moderately high goals for themselves.
These goals are neither so low that they can be achieved with little challenge, nor so high that they are
impossible. High n-ach individuals prefer goals that require all-out effort and the exercise of all their abilities.
Once again, the achievement of this type of objective results in greater personal satisfaction. This
phenomenon can be observed in very young children. A child may be given a game of ring toss, told that he
or she scores whenever a ring lands over the peg and then left alone to play the game. McClelland comments:

“Obviously children who stand next to the peg can score a ringer every time; but if they stand a long distance
away, they will hardly ever get a ringer. The curious fact is that children with a high concern for achievement
quite consistently stand at moderate distances from the peg where they are apt to get achievement satisfaction
… The ones with low n-Achievement, on the other hand, distribute their choices of where to stand quite
randomly over the entire distance. In other words, people with high n-Achievement prefer a situation where
there is a challenge, where there is some real risk of not succeeding, but not so great a risk that they might not
overcome it by their own efforts”.

A third distinctive characteristic of high achievers is that they want concrete feedback on their performance.
Only certain types of jobs provide this kind of feedback, however, and so some kinds of jobs are unattractive
to high achievers. For instance, teachers receive only imprecise, hazy feedback as to the effectiveness of their
efforts while production managers have a daily output chart to look at with either joy or disappointment.

There are some additional minor characteristics possessed by high achievers. They tend to enjoy travel, are
willing to give up a bird in the hand for two in the bush and prefer experts to friends as working partners. The
image is clear; the high achiever is a personality type suited admirably to certain jobs and not others. It would
be wrong to treat all individuals as high achievers and attempt to motivate them by offering them challenging
jobs, rapid and objective feedback on performance and personal responsibility for success or failure.

The need for affiliation and the need for power

McClelland has also identified two other types of need, the need for affiliation (n-affil) and the need for
power (n-pow). His testing procedure is concerned with the application of what is known as theThematic
Apperception Test (TAT), a series of pictures which are presented to a subject, one at a time. The individual
is asked to tell a story about each picture. The underlying assumption of the TAT procedure is that it will
reveal the dominant thoughts and attitudes of subjects. For instance, an individual with high n-ach will
formulate stories concerned with getting things done, challenging situations, feelings of satisfaction at having
done a good job and so on. The individual with a high need for affiliation (n-affil) will reflect sensitivity to
the feelings of others, a desire for friendly relationships and a reference to situations which involve human
interactions. High n-power subjects will relate stories reflecting the process of influencing others, controlling
and manipulating others.

The need for affiliation

The need for affiliation is similar to Maslow’s need to belong. It can be a dominant motivating force affecting
behaviour and may manifest itself in many different ways. The novelist John O’Hara was supposedly
obsessed with the fact that, not having a college degree, he was excluded from membership of certain clubs
and societies. At the other end of the spectrum, James Coyne, a former Governor of the Bank of Canada, was
described as the most unclubbable man in the country, as he held an aversion to joining groups. In its most
straightforward form, a need for affiliation manifests itself in a desire to be liked by others, to be part of a
group, to enter into warm, personal relationships. High n-affil people value relationships over
accomplishments, and friendship over power.

The need for power

In studying the motivational profiles of North American managers, McClelland noticed that many of those
who reach the top of organisations and are rated as highly effective in their positions, demonstrate a concern
for influencing people. This is, in McClelland’s terms, a need for power. This need is not simply seen as the
raw desire to control others or simply to exert authority. McClelland makes the point that:
“… this need must be disciplined and controlled so that it is directed toward the benefit of the institution as a
whole and not toward the manager’s personal aggrandisement. Moreover, the top manager’s need for power
ought to be greater than his or her need for being liked by people.”

Power motivation refers not to autocratic, tyrannical behaviour but to a need to have some impact, to be
influential and effective in achieving organisational goals

4.Expectancy Theory of motivation – Victor Vroom

Victor Vroom, of Carnegie-Mellon in Pittsburgh, has challenged the assertion of the human relationists that
job satisfaction leads to increased productivity. (This theory has been called thecontented cow approach to
management.) The assumption is that if management keeps employees happy, they will respond by increasing
productivity. Herzberg, in a delightful film of motivation, highlights the fallacy of this assumption with an
interview between a manager and a secretary. The secretary is complaining about the job, and the manager
lists all the things that have been done for the secretary – increases salary, new typewriter, better hours, status
and so on – at the end of which she looks straight at him and asks, So what have to done for me lately?

The point may be made that satisfied needs do not motivate people Hygienes simply keep employees quiet
for a time. For an individual to be motivated to perform a certain task, he or she must expect that completion
of the task will lead to achievement of his or her goals. The task is not necessarily the goal itself but is often
the means of goal attainment. Vroom defines motivation as:

“A process governing choices, made by persons or lower organisms, among alternative forms of voluntary
behaviour.”

In organisational terms, this concept of motivation pictures an individual, occupying a role, faced with a set
of alternative voluntary behaviours, all of which have some associated outcomes attached to them. If the
individual chooses behaviour 1, outcome A results; if 2 then B results and so on.

Knowing that individuals choose behaviours in order to obtain certain outcomes is nothing new. The question
is why they choose one outcome over another. The answer provided by the motivational theories in the other
articles in this short series (Maslow, Herzberg, McClelland) is that the choice reflects the strength of the
individual’s desire or need for a specific outcome at a certain time.

However, Vroom makes the point that task goals (productivity, quality standards or similar goals attached to
jobs) are often means to an end, rather than the end in itself. There is a second level of outcomes which
reflect the real goals of individuals and these may be attained, in varying degrees, through task behaviour.

An individual is motivated to behave in a certain manner because (a) he or she has a strong desire for a
certain task outcome and a reasonable expectation of achieving that outcome and (b) because he or she also
expects that the achievement of the task outcome will result in reward in terms of pay, promotion, job
security, or satisfaction of individual needs – physiological, safety, esteem and so on.

Let us take a look at how the model works. Imagine a manager has as a task goal, receive good ratings for
internal customer service. The choice of this task goal reflects three things:

• The strength of the need for good ratings versus some other goal.
• The expectation that this goal can be achieved.
• The expectation that the achievement of this task goal will lead to desired rewards –
promotion, increased security and so on.

Vroom would maintain that we do things in our jobs in order to achieve second level rewards:
“If a worker sees high productivity as a path leading to the attainment of one or more of his or her personal
goals, he or she will tend to be a high producer. Conversely, if he or she sees low productivity as path to the
achievement of his or her goals, he or she will tend to be a low producer”.

Certainly Vroom has hit on an important aspect of motivation. We do not attempt simply to satisfy a need or
even a set of needs in a straightforward, “If I do this, then I will achieve that” manner. We work with a chain
of goals and rewards, where goals in one area are only a means of achieving goals in another.

5.Alderfer’s ERG theory

was developed by organizational behavior scholar Clayton Alderfer to everyone the
problems with Maslow’s needs hierarchy theory. ERG theory groups human needs into
three broad categories: existence, relatedness, and growth. (Notice that the theory’s name is
based on the first letter of each need.) As Exhibit 5.1 illustrates, existence needs correspond
to Maslow’s physiological and safety needs. Relatedness needs refer mainly to Maslow’s
belongingness needs. Growth needs correspond to Maslow’s esteem and self-actualization
needs.

Existence needs include a person’s physiological and physically related safety needs, such
as the need for food, shelter, and safe working conditions. Relatedness needs include a
person’s need to interact with other people, receive public recognition, and feel secure
around people (i.e., interpersonal safety). Growth needs consist of a person’s self-esteem
through personal achievement as well as the concept of self-actualization presented in
Maslow’s model.

ERG theory states that an employee’s behavior is motivated simultaneously by more than
one need level. Thus, you might try to satisfy your growth needs (such as by completing an
assignment exceptionally well) even though your relatedness needs aren’t completely
satisfied. ERG theory applies the satisfaction-progression process described in Maslow’s
needs hierarchy model, so one need level will dominate a person’s motivation more than
others. As existence needs are satisfied, for example, related needs become more
important.

1. Unlike Maslow’s model, however, ERG theory includes a frustration-regression

process whereby those who are unable to satisfy a higher need become frustrated
and regress to the next lower need level. For example, if existence and relatedness
needs have been satisfied, but growth need fulfillment has been blocked, the
individual will become frustrated and relatedness needs will again emerge as the
dominant source of motivation.Although not fully tested, ERG theory seems to
explain the dynamics of human needs in organizations reasonably well. It provides
a less rigid explanation of employee needs than Maslow’s hierarchy. Human needs
cluster more neatly around the three categories proposed by Alderfer than the five
categories in Maslow’s hierarchy. The combined processes of satisfaction-
progression and frustration-regression also provide a more accurate explanation of
why employee needs change over time. Overall, it seems to come closest to
explaining why employees have particuReinforcement Theory

Reinforcement theory is the process of shaping behavior by controlling the consequences

of the behavior. In reinforcement theory a combination of rewards and/or punishments is
used to reinforce desired behavior or extinguish unwanted behavior. Any behavior that
elicits a consequence is called operant behavior, because the individual operates on his or
her environment. Reinforcement theory concentrates on the relationship between the
operant behavior and the associated consequences, and is sometimes referred to as operant
conditioning

MOTIVATION LEVELS

Employee motivation can be quite a challenge. The decision on how committed an

employee will be towards the airport, division or team, depends entirely on the individual.
Therefore, the first step to employee motivation is to engage with each individual. Find out what
makes him/her tick. The purpose of this article is to know what to look for when you engage with
the individual.Many leaders make the mistake of applying a single motivational strategy to all their
employees. The fact of the matter is that different things might motivate different employees. So
how do you find the right formula for each employee?

The Loyalty Institute at Aon Consulting did extensive research on employee commitment.
They came up with the five drivers of employee motivation, also known as the
performance pyramid.

It works a lot like Marslow's Hierarchy of Needs where the first level of motivational needs
first need be satisfied, before a need arise in the next level. It wasn't intended that way. It
just happened to work out like that.

The performance pyramid can provide some wonderful guidance to know what to look for
when you engage with your employees. Let's have a look at the five levels and see how it
can help you to find ways to motivate employees.

Level 1: Safety and Security

Along with a physical sense of well-being, there must be a psychological belief that the
environment is free of fear, intimidation or harassment.

Level 2: Rewards

Yes, you knew it. Most people won't come to work tomorrow if they win a big lottery
today. This is the perception that the organization attempts to satisfy the employee's
compensation and benefits needs.

Level 3: Affiliation

This is a sense of belonging. It includes being "in the know" and being part of the team.
This is also where a difference in personal and organizational values can have a big impact
on motivation.

Level 4: Growth

Employees want to have the belief that achievement is taking place. I might feel safe, get
all the money I want and feel part of the team. But if there are no growth opportunities, I
might think about leaving the company.
Level 5: Work/Life Harmony

This term speaks for itself. Someone might have all the rewards that he/she wants, but
he/she will burn out sooner or later if they don't have the time to spend it on the other
things they want.

TYPES OF MOTIVATION:
(1) Achievement Motivation

It is the drive to pursue and attain goals. An individual with achievement motivation wishes
to achieve objectives and advance up on the ladder of success. Here, accomplishment is
important for its own shake and not for the rewards that accompany it. It is similar to
‘Kaizen’ approach of Japanese Management.

(2) Affiliation Motivation

It is a drive to relate to people on a social basis. Persons with affiliation motivation perform
work better when they are complimented for their favorable attitudes and co-operation.

(3) Competence Motivation

It is the drive to be good at something, allowing the individual to perform high quality
work. Competence motivated people seek job mastery, take pride in developing and using
their problem-solving skills and strive to be creative when confronted with obstacles. They
learn from their experience.

(4) Power Motivation

It is the drive to influence people and change situations. Power motivated people wish to
create an impact on their organization and are willing to take risks to do so.

(5) Attitude Motivation

Attitude motivation is how people think and feel. It is their self confidence, their belief in
themselves, their attitude to life. It is how they feel about the future and how they react to
the past.

(6) Incentive Motivation

It is where a person or a team reaps a reward from an activity. It is “You do this and you
get that”, attitude. It is the types of awards and prizes that drive people to work a little
harder.

(7) Fear Motivation

Fear motivation coercions a person to act against will. It is instantaneous and gets the job
done quickly. It is helpful in the short run. There are various types of motivations that can
influence a person. These include the following:

(8)Extrinsic Motivation

Extrinsic motivation is likely to involve the concept of rewarded behavior. Thus, by

engaging in a particular type of activity or behaving in a particular manner, you are
"rewarded" by a desired end result.

For instance, you are motivated to save money for a vacation. Hence, you resist the urge to
make impulsive purchases and in general become more discriminating in how you spend
your money. After a time you find that you have a steadily growing amount of savings
which you set aside. When you find that you have saved enough for that trip, you utilize
your savings for the intended purpose and go on vacation. The external motivation is the
vacation, which is also the reward for your act of saving for it.

(9)Internal Motivation

On the other hand, there are other less-visible types of motivation.

It would be a mistake to say that such behaviour does not come without its own rewards.
To be more precise, the end goal is not a visible or external thing, but more internal and
psychological. The achievement of these goals - by itself also correctly seen as a reward -
is in general not visible to other persons.
Data Analysis and
Interpretation
Findings and Suggestions
FINDINGS
 SUGGESTIONS
1. If the airport properly gives rewards for good performance of
employees they will be motivated and satisfied.
2. It is advisable that the airport provides a stable and reasonable bonus to
employees.
3. If the airport introduce goal setting programs in the department wise it
will increase employee’s moral.
4. It is advised that the management should call a meeting of employees
once in a month to hear their problems which will develop
belongingness among the employees..
Conclusion
Bibliography
 BIBLIOGRAPHY

BOOKS.
1. Chabra T N
“Human Resource Management” (2005)
revised edition Gangan
Kapur, Delhi.

2. Venugopal & Aziz Abdul

“Human Resource Management” (2004) revised edition,

3. Prasad L.M
“Human Resource Management,” second edition (2005)
Sultan Chand & Sons- New Delhi

4. Kothari C.R
“Research Methodology- Methods and Techniques”2nd revised edition (2007)
New Age International Publishers- New Delhi.

JOURNALS
1. HRM Review, July 2008, The ICFI University press, Page No 55-59

2. Management Research, October 2007, ICFAI University press, Page No 37-40

Web sites

1. www.wikipedia.com
Annexure
 Questionnaire

Kindly fill the following:

(Please put a tick mark in the appropriate box)
1. Which type of incentives motivates you more

Financial incentives [ ] Non-financial incentives [ ] Both [ ]

2. Career development opportunities are helpful to get motivated

Strongly agree [ ] Agree [ ] Neutral [ ]

Disagree [ ] Strongly disagree [ ]

3. good safety measures existing in the airport

highly satisfied [ ] Satisfied [ ] Neutral [ ]

Dissatisfied [ ] highly dissatisfied [ ]

4. your job has effective promotional opportunities

Strongly agree [ ] Agree [ ] Neutral [ ] Disagree [ ]

5. Effective performance appraisal system

Strongly agree [ ] Agree [ ] Neutral [ ]

Disagree [ ] Strongly disagree [ ]

6. Job Security existing in the airport

Highly satisfied [ ] Satisfied [ ] Neutral [ ]

Dissatisfied [ ] Highly Dissatisfied [ ]

7. Periodical increase in salary

Highly satisfied [ ] Satisfied [ ] Neutral [ ]

Dissatisfied [ ] Highly Dissatisfied [ ]

8. The management is recognizing and acknowledging your work

Strongly agree [ ] Agree [ ] Neutral [ ]

Disagree [ ] Strongly disagree [ ]

9. Relationship with the Co-worker

Highly satisfied [ ] Satisfied [ ] Neutral [ ]

Dissatisfied [ ] Highly Dissatisfied [ ]

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

Strongly agree [ ] Agree [ ] Neutral [ ]

Disagree [ ] Strongly disagree [ ]

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

Highly satisfied [ ] Satisfied [ Neutral [ ]

Dissatisfied [ ] Highly Dissatisfied [ ]

12. Satisfaction with the present incentives provided by the airport

Highly satisfied [ ] Satisfied [ Neutral [ ]

Dissatisfied [ ] Highly Dissatisfied [ ]

13. Management is really interested in motivating the employees

Strongly agree [ ] Agree [ ] Neutral [ ]

Disagree [ ] Strongly disagree [ ]

14. Rank the following factors which motivates you the most

(Rank 1, 2, 3, 4…. respectively)

NO FACTORS RANK
1 Salary increase
2 Promotion
3 Leave
4 Job safety and security
5 working hours
6 Office tools and equipments
7 Infrastructure facility
8 Fringe benefits
9 Performance related pay
10 Empowerment
11 Medical benefits
12 Employer&employee relation
13 Bonus scheme
14 Job enrichment
15 Job enlargement
16 Work culture
17 Relationship with co-workers

15. Do you think that the incentives and other benefits will influence your
performance
Influence [ ] does not influence [ ] no opinion [ ]

16. Does the management involve you in decision making which are connected to
your department?
Yes [ ] No [ ] Occasionally [ ]

17. How motivated are you to assist your department in meeting its objectives?

Highly Motivated [ ] motivated [ ] Not motivated [ ]

18. What are the reasons that you stay at your present job

Challenging job assignments Vacation [ ]

Salary/Benefits Stability/Security [ ]

Interesting Working Hours [ ]

Location is convenient Retirement Benefit [ ]

Promotional opportunities [ ]
 19. Are you empowered by your Department Head/Supervisor to pursue
opportunities for your professional development?

Yes [ ] No [ ] Sometimes [ ]

20. Have you contemplated a transfer from your Department in the last

twelve (12) months?

Yes [ ] No [ ]

(If your response is 'YES', please list two (2) reasons).

___________________________________________________
___________________________________________________

21. How would you rate the management style of your current supervisor?
Good [ ] Poor [ ] Average [ ]

22. Does your Department Head /Supervisor communicate your job performance
expectations with you clearly?
Yes [ ] No [ ] Sometimes [ ]

23. Do you have discussions with your Department Head/Supervisor on ways to

improve your workplace environment?
Yes [ ] No [ ] Sometime [ ]

24. Are you satisfied with your health benefits?

Highly satisfied [ ] Satisfied [ ] Neutral [ ]
Dissatisfied [ ] Highly Dissatisfied [ ]

25. Does your supervisor assist you with planning the essential training to help
you perform your duties efficiently?

Yes [ ] No [ ] Sometimes [ ]

26. Are you encouraged by your supervisor when you perform a 'good job'

Yes [ ] No [ ] Sometimes [ ]

27. . Do you enjoy going to work everyday and performing at your best?

Yes [ ] No [ ]
 28. Were you provided with an accurate job description of your current
responsibilities?

Yes [ ] No [ ]

29. Based on your last two (2) Performance Reviews, in your professional
judgment would you say that your supervisor was objective and fair in your
ratings?

Yes [ ] No [ ]

………………………………………………………………………………………….
Thank you for your kind