Comparative Study of Employees Motivation Levels in

Two Modern and High Technology Organizations with

Well Established Departments for
Human Resource Development

Guide: - Prof. Maria Xavier

Dr. N S Pathak

Investigator: - T D Joshi, DEE

FACULTY OF EDUCATION AND PSYCHOLOGY

M S UNIVERSITY OF BARODA
VADODARA INDIA
MARCH – 1990
Comparative Study of Employees Motivation Levels in
Two Modern and High Technology Organizations with
Well Established Departments for
Human Resource Development

Dissertation Submitted In Partial Fulfillment of the

Requirements for the Post Graduate Diploma In
Human Resource Development

TO

The Faculty of Education and Psychology

Maharajá Sayajirao University Vadodara

Guide: - Prof. Maria Xavier

Dr. N S Pathak

Investigator: - T D Joshi; DEE

March - 1990
 ACKNOWLEDGEMENTS

I take this opportunity to convey my sincere

gratitude’s to Professor Maria Xavier for his valuable
guidance in performance of this study.

I am very highly thankful to Dr. N S Pathak for his kind

guidance and help at every step in completing this
project and dissertation.

I wish to convey my sincere thanks to Dr.Ms. Manjuli

Gon, Dr. C N Daftuar, Dr. R K Parlikar, Dr. Z M
Kureshi and
Dr. I D Bhatt and last but not the least to all the
members of HRD group for the valuable help.

I am extremely thankful to all my friends and staff

members of Faculty of Education & Psychology for
their kind Co-operation and help in completing this
dissertation project.

Last but not least I am deeply indebted to my wife

Manjula and my dear daughter Pratixa for the
encouragement and help given to me at every step in
this work of mine, in the absence of which this project
could not have come to this shape.

T D Joshi
 Contents

 Chapter – 01 Introduction

Motivation and its meaning

Theories of motivation
Need for present study

 Chapter – 02

Review of related literature

 Chapter – 03

Description and historical background of

Organization No: - 01

Description and historical background of

Organization No: - 02

 Chapter – 03

Methodology

 Chapter – 04

Results and discussion

 Chapter – 05

Summary
Conclusion

Annexure – A
Annexure – B
Bibliography
 CHAPTER – 1 INTRODUCTION

MOTIVATION AND ITS MEANING

Motivation is the basic psychological process. None

would deny that it is the most important process in the
more micro approach to the organization behavior.

Many people equate the causes of behavior with

motivation. Causes of behavior are much broader and
more complex than can be explained by motivation
alone. Hence motivation should never be under-rated.

Along with Perception, Personality and Learning,

Motivation is a very important process in
understanding a behavior. It must be remembered
that, motivation should not be taken for granted as the
only explanation of behavior. It acts and interacts on
conjunction with other mediating process and the
environment. It must also be remembered that like
any other mediating process or environment,
motivation can not be seen. Motivation is invisible.
What all can be seen is the behavior.

Motivation is the hypothetical construct that is used to

help explain behavior. Hence it should never be
equated with the behavior.
The meaning of motivation: -

To day virtually all possible including laymen and

scholars have their own definition of motivation,
containing one or more of the following terms: -

Desires Wants, Wishes, Aims, Goals, Needs, Drives,

Motives and Incentives.

Technically motivation can be traced to Latin word

“Movere” that means to move.

Definition: -

A motive is an inner state that energizes, actuates,

activates or moves (Hence motivation) that directs or
channels the behavior towards the goals.

A motive is restlessness, a lack of you, a force. Once

in grip of a motive the organism does something. It
most generally does something to reduce the
restlessness, to remedy the lack, to alleviate you to
mitigate the force.

The key to understanding the motivation seems to lie

in the meaning and relationship between needs,
drives and goals.

Basic motivation process sets-up drives to accomplish

goals.
 BASIC MOTIVATION PROCESS

Needs Drives Goal

(Deprivation) (Deprivation with direction) (Reduction of drives)

Needs: -

The best one word definition of needs is the

deficiency. In the homeostatic sense, needs are
created whenever there is a physiological or
psychological imbalance. For example a need exists
when a cell in the body is deprived of food and water
or the human personality is deprived of other persons
who serve as friends or companions. (Hunger, Thirst
and Company)

Drives: -

With a few exceptions, drives or motives (These two

terms shall be used interchangeably), are set-up to
alleviate needs. A drive can be simply defined as a
deficiency with direction. Drives are action oriented
and provide an energizing thrust toward goal
accomplishment. They are at the very heart of the
motivational process. The examples of the needs for
food and water are translated into hunger and thirst
drives and the need for friends becomes a drive for
affiliation.

Goals: -

At the end of motivation cycle is the goal. A goal in

the motivation cycle can be defined as anything that
will alleviate a need and reduce it to drive. Thus
attaining a goal tend to restore physiological and
psychological balance and will reduce or cut-off to the
drive.

TYPES OF MOTIVATION

PRIMARY MOTIVES: -

Psychologists do not totally agree on how to clarify

various human motives but they would acknowledge
that some motives are unlearned and physiologically
based. Such motives are variously called
physiological, biological, unlearned or the primary.
The last term primary is used here because it is more
comprehensive than the other.

The use of the term “Primary Motives” does not imply

that said group of motives always takes precedence
over “General” & “Secondary” group of motives.
Although the precedence of Primary motives is
implied in some motivation theories and there are
many situations in which general and secondary
motives predominate over primary motives. Common
examples include celibacy among priests and fasting
for a religious, social or a political cause. In both of
these cases learned secondary motives are stronger
than unlearned primary motives.

The criteria must be met in order for a motive to be

included in the primary classification, i.e. it must be
unlearned and must be physiologically based. Thus
defined the most commonly recognized primary
motives include Hunger, Thirst, Sleep, and Avoidance
of pain, Sex and Material concern.

GENERAL MOTIVES: -

A separate classification for general motives is not

always given. Yet such a category became necessary
because there are a number of motives which lie in a
grey area between the Primary and Secondary
classification. To be included in a general category, a
motive must be unlearned but not physiologically
based. Although not all psychologists would agree,
the motivation of competence, curiosity, manipulation,
activity and affection seem to best meet the criteria for
said classification. An understanding of these general
motives is crucial to the study of human behavior,
especially in organizations. These are more relevant
to Organizational Behavior than the Primary Motives.
THE COMPETENCE MOTIVE: -

Robert W White is most closely associated with the

competence motive. While built an entire theory of
competence motive, he was convinced that people
strive to have control or competence over their
environment. People need to know what they are
driving to be able to make things happen.
White determined that critical time for competence
development is between the ages of six and nine.
During this period children cut strings and venture into
world on their own. They develop needs to cross the
street by themselves, ride a bicycle, play base-ball,
roller skates and read. These needs are manifested
by the drive for competence or mastery over the
environment. The experiences of success and failures
that youngsters come across, during the critical period,
have lasting impact on the intensity of their
competence motive.

This motive has interesting implications for job design

in the organization. It suggests that people may be
motivated by the challenges of trying to master the
jobs or to become competent in the jobs. But once the
highly specialized jobs are mastered in the modern
organizations, shortly after that competence motive
would disappear.
SECONDARY MOTIVES: -

These motives are clearly tied to learning concepts. A

motive must be learned to be included in the
secondary classification. Numerous important human
motives meet this criterion. Some of the more
important ones are the Power, Achievement and
Affiliation and those are commonly referred to as Pow,
Ach & Aff. In addition, especially in reference to
organizational behavior, Security and Status are also
important secondary motives.

POWER MOTIVE: -

The leading advocate of the power motive was Alfred

Adler. In the year 1911, Adler officially broke his close
ties with Sigmund Freud and proposed an opposing
theoretical position. Whereas Sigmund Freud
stressed the impact of the past and of sexual
unconscious motivation, Adler substituted the future
and persons overwhelming drove for superiority of
power. Adler said: -

“Now I begin to see clearly in every physical

phenomenon the striving for superiority__________.
All our functions follow its directions, rightly or wrongly
they strive for conquest, surety, increase_________.
Whatever promises all our philosophers and
psychologists dream of are______ Self preservation,
pleasure principle, equalization, all these are but
vague representations, attempts to express the great
upward drive”- ** The fundamental fact of our life.**

To explain the power need – the need to manipulate

others or the drive for superiority over others. Adler
developed the concepts of inferiority complex and
compensation. He felt that every small child
experiences a sense of inferiority. Whenever this
feeling of inferiority is combined with what he sensed
an innate need for superiority, the two rules all the
behavior. The person’s lifestyle is characterized by
striving to compensate for feeling of inferiority which is
combined with the innate drive for power.

The power motive has significant implications for

organizational leadership and behavior and for the
informal political aspects of organizations. It has
emerged as one of the most important dynamics in
the study of organizational behavior.

THE ACHIEVEMENT MOTIVE: -

David C McClelland a renowned psychologist of

Howard is most closely associated with the study of
achievement motive.

In early 1947 McClelland thoroughly investigated and

wrote about all aspects of achievement motive. Out of
this, extensive research has emerged clear profile of
characteristics of the high achiever.
 In most simple manner, Achievement Motive can be
expressed as a desire to perform in terms of
excellence or to be successful in competitive
situations.

THE AFFILIATION MOTIVE: -

The affiliation motive though very complex, plays a

very vital role in human behavior. Sometimes
affiliation is equated with social motive and / or group
dynamics. The affiliation motive is neither as broad as
is implied by the definition of Social Motives nor as
comprehensive or complex as is implied by definition
of group dynamics.

According to Hawthorn studies, the importance of

affiliation motive in the behavior of organization
participants has been very clear. Employees
especially rank and file employees have a very
intense need to belong to and be accepted by a group.
This affiliation motive is an important part of group
dynamics.

STATUS OR PRESTIGE MOTIVE: -

Dr. Saul W Gellerman is a renowned psychologist and

a member of American Psychological Association. He
is Manager of Personnel Research IBM World Trade
Corporation. In one of his books “MOTIVATION &
PRODUCTIVITY” says that: -
“A man’s prestige is in other words is how he expects
to be treated and it has therefore a definite effect on
how comfortably, conveniently and efficiently he can
expect to get along the life. Prestige is conferred by
the society and not elected by an individual to suite to
his taste. High prestige is often as much a matter of
low status people wanting to put someone on a
pedestal or platform”.

THEORIES OF MOTIVATION

Content Theories of Work Motivation: -

The content theories of work motivation attempt to

determine what it is that motivates the people at work.
The content theories are concerned with identifying
needs / drives that the people have and how these
needs and drives are prioritized. They are concerned
with the type of incentives or goals that people strive
to attain in order to be satisfied and perform well.

At first money was felt to be the only incentive

(Scientific Management) and then little later it was felt
that incentives include: Working conditions, Security
and Human relations, (Democratic Supervision Style).
Lately the content of motivation has been deemed to
be so called “Higher Level” needs motives such as
“Esteem” and “Self Actualization” by **Maslow** /
Responsibility, Recognition, Achievement and
Advancement by **Herzberg** and Growth and
Potential Development by **Alderfer**.
A thorough understanding of major content models
contributes to understanding of work motivation and
its application techniques. So they can feel guided
and protected as it is of an individual wanting to
enhance his own status by getting on to that pedestal
or the platform himself.

Everyone begins life with certain degree of prestige

motive merely by virtue of its origins. Prestige
Motivation can be a powerful and continuing force in
shaping a man’s career, since the kind of jobs one
holds can be a vehicle for “par excellence” for
upward mobility. People seek prestige throughout
their lives in countless ways, some of them subtle and
others blatant.

SECURITY MOTIVE: -

All men are after all vulnerable to accidents, riots,

diseases and the vagaries of economics and there is
no doubt when men are buffeted too hard by
misfortunes, their efficiency drops. Therefore
individuals and organizations that employ them have
a common welfare interest in acquiring some degree
of assurance that **Life’s catastrophes will be blunted
or starved off if possible and employees will be
protected against life catastrophes to the maximum
possible extant**
Abraham Maslow felt and arranged motivational
needs in a hierarchal manner. He believed that once
a given level of need is satisfied, it no longer serves to
motivate. The next higher need has to be activated to
motivate the individual.

SELF ACTUALISATION
ESTEEM NEEDS
LOVE NEEDS
SAFETY NEEDS
PHYSIOLOGICAL NEEDS

Maslow did not intend that his need hierarchy be

directly applied to work motivation. Despite this lack of
intent on Maslow’s part, others such as Douglas
McGregor, in his widely read book, “The Human Side
of Enterprise”, popularized Maslow’s theory in
management literature. The need hierarchy has a
tremendous impact on modern management to
motivation.

HERZBERG’S TWO FACTOR THEORY OF MOTIVATION: -

Two Factor Theory (also known as Herzberg's

Motivation-Hygiene Theory) was developed by
Frederick Herzberg, a psychologist who found that job
satisfaction and job dissatisfaction acted
independently of each other. Two Factor Theory
states that there are certain factors in the workplace
that cause job satisfaction, while a separate set of
factors cause dissatisfaction. He termed factors
causing dissatisfaction as “Hygiene Factors”. Said
theory is closely related to the Maslow’s need
hierarchy. The hygiene factors are preventive and
environmental in nature and they are more or less
equal to “Maslow’s Lower Level Needs”.

 Motivators (e.g. challenging work, recognition,

responsibility) which give positive satisfaction,
arising from intrinsic conditions of the job itself,
such as recognition, achievement, or personal
growth and

 Hygiene factors (e.g. status, job security, salary

and fringe benefits) which do not give positive
satisfaction, although dissatisfaction results from
their absence. These are extrinsic to the work
itself, and include aspects such as company
policies, supervisory practices, or wages/salary.

Essentially, hygiene factors are needed to ensure an

employee is not dissatisfied. Motivation factors are
needed in order to motivate an employee to higher
performance, Herzberg also further classified our
actions and how and why we do them, for example, if
you perform a work related action because you have
to then that is classed as movement, but if you
perform a work related action because you want to
then that is classed as motivation.
Motivator Factors
 Achievement
 Recognition
 Work Itself
 Responsibility
 Promotion
 Growth
Hygiene Factors
 Pay and Benefits
 Company Policy and Administration
 Relationships with co-workers
 Physical Environment
 Supervision
 Status
 Job Security
 Salary

Victor Vroom’s Expectancy

Theory of Work Motivation: -

The expectancy theory of work motivation has its root

in the cognitive concepts of pioneering psychologists
Kurt Lewin and Edward Tolman and the choice
behavior and utility concepts from classical economic
theory. However the first to formulate an expectancy
theory directly aimed at work motivation was Victor
Vroom in 1964.
Contrary to most critics, Vroom proposed his
expectancy theory as an alternative to the content
models, which he felt were inadequate explanations
of the complex process of work motivation. In the
academic circles his theory has become a popular
explanation of work motivation and has generated a
considerable research.

The basic assumption is that the choices made by a

person among alternative courses of actions are
lawfully related to psychological events occurring
contemporaneously with the behavior. This is
commonly called VIE theory based on the concepts of:
-
1. V – Valence
2. I – Instrumentality
3. E – Expectancy

By valence Vroom means strength of an individual’s

performance for a particular outcome. Other terms
that might be used include value, incentive, attitude
and expected utility. In order for the valence to be
positive, the person must prefer attaining the outcome
to not attaining. A valence of zero occurs when the
individual is indifferent toward the outcome. The
valence is negative when the individual prefers not
attaining the outcome to attaining the outcome.
Another major input into valence is the instrumentality
of the first level outcome in obtaining desired second
level outcome.
For example assume that an individual desires
promotion and he feels that superior performance is a
very strong factor in achieving that goal. His first level
outcomes are then superior, average or poor
performance. His second level outcome is promotion.
The first level outcome of high performance thus
acquires a positive valence in virtue of its expected
relationship to the preferred second level outcome of
promotion.

In above example, the person will be motivated

toward superior performance because of the desire to
be promoted. The superior performance (First level
outcome) is seen as big as instrumental in obtaining
promotion (Second level outcome).
Another major variable in Vroom’s motivational
process is Expectance. Although at the first glance
the expectancy concept may appear to be identical to
instrumentality input into valence, but in fact it is quite
different. Expectancy differs from instrumentality, in
that it relates efforts to first level outcomes where
instrumentality relates to first and second level
outcomes to each other.

In other words expectancy is the probability (Ranging

from 0 to 1) that a particular action or effort will lead to
a particular first level outcome. Instrumentality refers
to the degree to which a first level outcome will lead to
a desired second level outcome.
In nutshell, the strength of motivation to perform a
certain act will depend on the algebraic sum of the
products of the valence for the outcome. This includes
the instrumentality that is many times the
expectancies.

EQUITY THEORY OF WORK MOTIVATION

Equity theory has been around just as long as the

expectancy theories of work motivation. Equity theory
has its roots in Cognitive Dissonance Theory and
Exchange Theory. As the theory of work motivation,
credit for equity theory goes to J Stacy Adams. Simply
put, the theory argues that major input into job
performance and satisfaction is the degree of equity
(or inequity) that people perceive in their work
situation. In other words, it is another cognitively
based motivation theory and Adams depicts a specific
process of how this motivation occurs.
Using the terminology of person, (any individual for
whom equity or inequity exists) and the other (any
individual with whom is the relevant exchange
relationship or with whom person compares him or
herself).

Adam states: - “Inequity exists for person whenever

he or she perceives that the ratio of his outputs to
inputs and the ratio of other person’s outputs to inputs
are unequal.
This can be illustrated by the following equation:

ATTRIBUTION THEORY AND LOCUS OF CONTROL: -

Recently the attribution that the people make and the

locus of control that they perceive have emerged as
important explanations of work motivation. “Kelley”
stresses that the theory is mainly concerned with the
cognitive process by which an individual interprets his
or her behavior as being caused by (or attributed) to
certain parts of the relevant environment. It is
concerned with the “WHY” questions of motivation
and behavior. Since most causes attributes and Whys
are not directly observable, the theory says that
people must depend upon cognitions particularly
perceptions.

The attribution theorists assume that humans are

rational and are motivated to identify and understand
the general structure of their relevant environment.
It is this search for attributes that characterizes the
attribution theory.
“Heider” believed that people will behave differently if
they perceive internal attributes from the way they will
behave if they perceive external attributes. It is this
concept of differential ascriptions that has very
important implications for work motivation.

NEED FOR THIS STUDY: -

Motivation is a basic psychological process which is a

paramount importance to organization behavior and
HRD processes. In this modern and high-tech era of
advancements, the expectations of individuals and
the organizations have reached to a very high level.
Organizations have shown their care, concern and
interest not only towards improvements and growth of
the organization alone but also towards the
improvement of each individual participant through
various HRD programs.

The investigator thus desires to assess the motivation

level of the employees of two such organizations with
high technology, having their own HRD Departments
into operation. The aim is to compare study and
suggest possible ways for the mitigation of any such
problems that may be hindering the desired smooth
functioning of the organizations.

The investigator is not only confident, rather he knows

that organizations under study are convinced and
committed to the concept and philosophy of HRD and
hence they have their own exclusive well established
HRD Departments into operation.

Since the inception these organizations have

expanded and grown at the rate of greater than 10%
of the initial designed capacity per year and more.
The capacity utilization is >100%. The organizations
are happy and satisfied that their efforts made them
achieve their goals.

We should know the level of motivation what it is

today and where we stand. Then by looking back
wherefrom we originally started, we can get the ways
and means to further improve the motivation levels of
individuals in the interest of human values and the
organization as a whole.

In the past most of the studies on motivation have

been carried out with a view to link them up with
organizational variables like productivity, satisfaction
etc. But hardly any studies have been made on
motivation with a view to promoting growth and
development after ascertaining the motivation
potential of higher level personnel in organizations,
with a strong commitment to promoting growth and
development through “Human Resource
Development”. Hence is the need for present study.
CHAPTER – 02

SOME EMPIRICAL STUDIES IN INDIA: -

Several studies have reported about motivation of

Indian workers and managers. It is difficult to
summarize these studies, as different methods have
been used in collecting and analyzing the data. Most
of the studies tried to answer the question what
motivates the worker or manager in an Indian
organization.

In most cases respondents rank ordered some factors

or rated them for their importance. Furthermore a
review of about 50 published studies by Udai Pareek
indicated that while workers generally give importance
to wages, security and working conditions,
supervisors and managers give more importance to
advancement, responsibility and the work itself.

However some other studies show opposite results.

It would be worthwhile to analyze the studies in more
depth. A clue is provided by Kalanidi in 1972 who
found out that security and income were rated as the
most important factors by the least satisfied workers
whereas these were given fifth and seventh by most
satisfied workers. Hence one factor that seems to
intervene in the perception of satisfaction and
dissatisfaction is the efficiency and the motivation
level of the respondent. More systematic studies are
still needed in this area.
Roy and Raja (1977) reviewing various studies of the
motivation of the supervisors and managers in India
have suggested the following tentative trends: -

1. Promotion is the most important incentive and

also most dissatisfying element among the
supervisors and middle managers.

2. Recognition is one of the most important job

factors in terms of both, satisfaction and
dissatisfaction.

3. Among the factors contributing only to job

satisfaction, achievement, responsibility,
domestic life and accomplishment figure most
prominently.

4. Among the factors contributing only to

dissatisfaction, the most frequently mentioned
factors are lack of adequate organizational
policies and administration, lack of technically
competent and sympathetic supervision,
unfriendliness or superior and lack of
opportunities for growth.

5. Job factor causing satisfaction and dissatisfaction

among managers and supervisors differ from
those in case of rank and life workers. For
example salary and job security emerge as the
two most important factors for job satisfaction
 among the latter whereas for the former, those
factors constantly lean toward the bottom of the
importance hierarchy. Occupational level appears
to influence the perception of need.

6. No clear evidence is available for differentiating

managers and supervisors in terms of the
sources of satisfaction and dissatisfaction. They
however differ in terms of perception of needs.
First line supervisors give maximum importance
and value to income, promotion, job security and
working conditions. Whereas middle managers
give maximum importance and value to
advancement, type of work and earnings.
Managers on the other hand give maximum value
to the feelings of worthwhile accomplishments,
recognition for good work done and decision
making authority. This shows the shift from its
context factor to job content factors or from the
lower order to the higher order needs.

7. Managers in private and public industry are not

found to be different in level of job satisfaction.
They are similarly influenced by motivators in
both cases. Only the motivators and hygiene
factors are the one that contribute to satisfaction
and dissatisfaction differently. Although in public
sector managers motivators contribute more
toward satisfaction nonetheless for the private
sector executives those contribute more toward
dissatisfaction.
8. No evidence is available showing the effects of
job satisfaction on outcome variables such as job
involvement, performance etc.

9. Neither personal variables like education level or

income level nor the organizational variables like
line / staff type of jobs or the tall / fat type of
organizational structure have any significant
influence over the need, motivation, importance,
fulfillment, expectation and deficiency and the
choice of factors of satisfaction and
dissatisfaction.
CHAPTER - 03

DESCRIPTION & HISTORICAL BACKGROUND OF

THE ORGANIZATIONS UNDER STUDY

Organization No: - 01 (Abbreviated as O1 further)

The two organizations under study are the latest and

high technology Hydro Carbon Processing Industries
with exclusive Human Resource Development (HRD)
Departments and most modern management systems.
Both of these organizations are situated near each
other at the outskirts of Vadodara town in the state of
Gujarat India.

Organization 01 is the nations biggest oil refinery

owned by Indian Oil Corporation Limited. This is a
Government of India Undertaking under the Ministry
of Petroleum and Chemicals. This giant oil refinery is
the Public Sector Undertaking (Abbreviated as PSU).
This organization employs 2106 workmen and 560
officers, the total strength 2666 employees. Being
located in the state of Gujarat this refinery is named
as Gujarat Refinery.

This refinery was originally designed for processing

annually crude worth 3 Million Metric Tons Per Annum
(MMTPA) with its three crude distillation units. This
refinery was built with USSR collaboration with a total
investment of US$6.37million equivalent to INR
Rs.31.00 Crores. This refinery was put into operation
in the October 1965.

During early seventies, through various technical

innovations and addition of bare minimum hardware,
all the three of these fractional distillation units were
de-bottlenecked and an enhanced capacity of 4.20
MMPTA was achieved through the ceaseless efforts
of the team of their own engineers, technicians and
the staff.

The aforesaid enhancement in the capacity by 40% of

the initially designed capacity of 3.0 MMPTA is highly
commendable and deserves rich ovation indeed.

In view of growing demand of petroleum products in

the nation and in consideration of supply and demand
pattern of the area, the refining capacity was further
enhanced by 3.0 MMPTA. This was achieved by
addition of one more fractional distillation unit with a
capacity of 3.0 MMPTA. The expansion facilities were
completed and commissioned in October 1978
thereby stepping up the total capacity to 7.0 MMPTA.
This amounts to a rise of 143.33% over and above its
initial designed and installed capacity of 3.00 MMPTA.
The achievement is very highly commendable.

Further expansion of this refinery was completed

during the fiscal 1988-89 thereby raising its capacity
to from 3.0 to 9.30 MMPTA. Said rise of 210% adds a
jewel in the crown of the company.
Financials: - From a sales turnover of INR
Rs109crores and a profit of INR Rs1.0crore, the
corporation in the year 1988-89, achieved a turnover
of INR Rs15,343crores and a Profit before Tax (PBT)
of INR Rs675crores.

Additional Facilities: - In addition to crude refining

facilities, this refinery has its own cogeneration
thermal power plant. This power plant has a capacity
of 36.50 Mega Watts. Said power plant has four oil
fired boilers and three steam turbo generators.

Welfare: - This Company has provided two very well-

laid out beautiful townships for the employees. Those
townships have facilities of shopping centers, clubs
for workmen and officers, multi purpose hall for
various cultural programs and wedding functions etc
and an open air theater for movies.

Besides recreation facilities, a very well equipped

hospital manned by highly qualified and experienced
doctors and nursing staff been provided for the
medical help of employees and their families and
dependents. The hospital has provision of indoor
wards also.

Education: - For the education of employees children,

two schools have been built in the townships. One
school is English Medium and the other one being
Gujarati Medium.
DESCRIPTION & HISTORICAL BACKGROUND OF
ORGANIZATION NO:- 02

Organization no: - 02 under study is a joint venture of

Government of India and Weaver’s Co-operative
Societies spread over the country. This organization
is under the Ministry of Petroleum and Chemicals.
This is the only public sector undertaking engaged in
manufacture of Polyester Filament Yarn and its
products are adjudged as of world wide acceptance
level.

With a total strength of 1680 employees, it employs

240 Officers and 1440 Staff personnel.

The plant was commissioned in the year 1977 at a

capital investment of INR Rs42.00Crores.

Financials: - In the year 1978 the company recorded a

sales turnover of INR Rs46.35Crore and proceeds of
INR Rs5.17Crore. Whereas during the year 1988-89
these figures rose to a level of Sales Turnover at INR
Rs158.16Crores and Profit after Tax (PAT) at a level
of INR Rs13.14Crores. This is indicative of an
excellent growth and development of the company.

EXPANSION: - In the year 1982 its capacity was

doubled with an additional investment of INR
Rs18Crores. The cost of expansion was met with
from the internal revenue generation of the company.
The company attained an optimum capacity utilization
of 143% during the year 1988-89.

EXPANSION AND DIVERSIFICATION PLANS: -

Company has developed four fold expansion /

diversification plans with an internal investment of INR
Rs363Crores that shall be partly financed from the
internal revenue generation and partly from some
borrowings from the financial institutions and banks.

The plans include expansion of the present plant by

over 100%. In the process company shall setup
grassroots POY Plant, Nylon-6 Plant, Spandex Plant,
and GEO Textiles plant.

It is not out of place to mention here that Spandex

Yarn and GEO Textiles shall be manufactured for the
first time in the nation.

Keeping in view our national objectives of community

development, these investments have been made in
the rural tribal district of Valia near Ankleshwar town
in the state of Gujarat India.

********************
 CHAPTER – 04

METHODOLOGY

INSTRUMENT: -

In order to understand the dynamics of behavior of

people working in an organization, relevant needs or
motives must be identified and understood first. Six
such needs / motives are briefly detailed below: -

1. Achievement motive is characterized by (1)

Concern for excellence. (2) Competition with
standards of excellence set by others or by self
(3) Challenging goals set for one (4) Hurdles on
the way to goal achievement (5) Persistent efforts
for goal achievement (6) Alternating ways and
means for goal achievement.

2. Affiliation motive is characterized by (1) Concern

for establishing and maintaining personal close
relationships (2) Value for friendship (3)
Tendency to express emotions.

3. Influence motive is characterized by (1) Concern

for making impact on others (2) Desire to make
people do as we think right (3) Urge to change
matters and develop people.

4. Control motive is characterized by (1) Concern

for orderliness (2) Desire to be well-informed (3)
 Urge to monitor and take corrective action as
may be needed.

5. Extension motive is characterized by concern for

others and interest in super ordinate goal that is
relevant and useful to larger groups including
society.

6. Dependency motive is characterized by a

concern for self development with other superiors
help. Checking with significant others (at a higher
status, experts, more knowledgeable and or
close associates). Ascertain that ideas and
proposed actions are OK and seek approval.
Expectation – Approval relationship.

The above motives may be used in explanation of

behavior of an employee. However one more aspect
that deserves attention that is each of the above
motives may have two dimensions i.e. approach and
avoidance.

Atkinson (1953) first suggested the concept of

avoidance behavior in achievement motive. It was
further elaborated by several authors and thereby
“Fears of Failure” emerged as an important concept
and a component of the achievement motive distinct
from “Hope of Success”.
Extensive research has been done on fear of failure
which (as an avoidance behavior), has been found to
be dysfunctional though it is a part of the achievement
motive. For example Varga (1977) while analyzing a
data collected from Indonesia, Iran, Pakistan and
Poland found that hope of success versus fear of
failure (Approach – Avoidance) was the main
intervening variable to explain who benefited from the
achievement motivation training programs in terms of
increase in the terms of entrepreneurial activity,
Persons high in achievement motivation but with high
component of fear of failure, failed to start new
business conversely to those who had high
component of hope of success. Said concept of
approach – avoidance can be adopted for other
components too.

We have used the above six motives for the study

and understanding of behaviors of persons in
organizations. Search of the lists of motives
suggested by Murrey and others in the later years,
didn’t yield any other important motives. We also
accept the approach – avoidance dimensions of each
motive as significant to understand the functionality of
each motive.

Table – 01 briefly suggests the approach – avoidance

dimension of each motive. This is based on hope of
success versus fear of failure. The behavior of an
employee can thus be analyzed not only in terms of
various motives but also from the angle of positive
aspect (approach) or negative aspect (avoidance).
This is usually a product of fear and avoidance.

It is assumed that in the organizations said six

motives have their legitimate place and those
contribute to the effectiveness of employees.

TABLE – 01

Approach – Avoidance Dimensions Of Six Motives

Motive Approach with Avoidance

The Hope of With the Fear of

Achievement Success Failure

Affiliation Inclusion Exclusion
Extension Relevance Irrelevance
Influence Impacting Impotence
Control Order Chaos
Dependency Growth Loneliness

An employee’s effectiveness from the angle of

motivation can be defined in two ways. Firstly we may
see as to what extent he or she has this motivation.
As already mentioned all the six motives are relevant
for an employee. If one is deficient in any one, his or
her effectiveness may proportionately reduce also.
Secondly, an employee’s effectiveness shall also
depend on the extent of avoidance behavior of a
particular motivation. The motive regardless of its
strength becomes weak and ineffective due to high
amount of avoidance behavior.

An employee’s high score on a particular motivation

indicates one’s potential for effectiveness, but a larger
share of avoidance items in the total score may
reduce his or her actual effectiveness. The behavior
aspect of motivation can be measured on this
approach.

Reliability of Instrument MAO(B): -

The test retest reliability co-efficient for the six

dimensions of role behavior, based on a sample of
5 – 2 monts apart are as follows.

MAO(B) Reliability Level of

Co-efficient Co-efficient Significance
Achievement 0.61 0.001
Affiliation 0.61 0.001
Control 0.68 0.001
Dependency 0.45 0.001
Extension 0.53 0.001
Influence 0.58 0.001

All coefficients are highly significant at 0.001 levels.

The instrument MAO(B) is thus highly reliable one.
Instrument for Motivational Analysis of Organizational
Behavior that was employed for the study is named
as “MAO(B)”. The same instrument has been used for
the study employee behaviors in both of the
organizations under study. MAO(B) contains 60 items.
Ten items against each dimension of the following six
motives namely: -

1. Achievement
2. Affiliation
3. Influence
4. Control
5. Extension
6. Dependency

Each motive is measured for both, approach and

avoidance behavior respectively.

Scoring: - The total score on dimension of each,

(approach and avoidance) of six motives ranges from
5 to 20, giving score on approach and avoidance
separately on each dimension. Operative
Effectiveness (OE) of each of the six motives, specific
aspects of behavior defined by the net score of
approach dimensions in behavior can be obtained by
the formula: -

 Score = (15 + P – V)

Here P denotes approach & V denotes avoidance.

Sampling: - The samples were drawn through a
random sampling process among three grades of
officers who are responsible for getting the work done
from down the line workforce of Charge-men,
Foremen, Supervisors and workmen.

The motivation of those subjects has a direct bearing

on to the motivation of the workforce and the behavior
and productivity of the organization.

Grade Designation Role

“C” Deputy Managers Head of Department

“B” Senior Officers Senior Supervisors

“A” Officers Supervisors

Size: - Grade wise details of sampling in both

Organizations: -

Grade Designation Org: 01 Org: 02

“C” Deputy Managers 22 06

“B” Senior Officers 23 14

“A” Officers 30 35
TOTAL: 75 55

Total sample consisted of 75 + 55 = 130 respondents.

Calculations: -

Upon receipt of questionnaires, total score for each

dimension of motivation for individual respondent was
computed using the formula: -

Score = (15 + P – V)

P denotes Approach & V denotes Avoidance

Statistical Technique: -

A “t” test was administered for each of the six

dimensions that are, Achievement, Affiliation,
Influence, Control, Extension and Dependency.

An additional scale having 100 point was also

included in the questionnaire with a view to assess as
to how well an individual is satisfied with his / her own
performance and where does the employee places
him or herself on said a100 point scale. This is
indicative of an individual’s work efficiency. This will
be the seventh discussion in this study.

Procedure: -
The respondents were personally contacted by the
investigator while administering the questionnaire.
They were fully apprised of this study and were
requested to answer each question correctly, frankly
and honestly with an open mind.
The respondents were assured about the full privacy
of their statements and that their statements would
only be used for the said study and strictly no other
purpose whatsoever.

The respondents were given reasonable amount of

time to go through the questionnaire thoroughly and
record answers. Respondents were specifically
requested not to leave any questions unanswered.

The response was quite encouraging. However two

respondents from O2 did not answer question number
61 which is insignificant.
 Chapter – 05

Results and Discussions

Table – A
Achievement

Organization Numbers Mean S.D. “t”

O1 75 20.47 3.795 0.696
O2 55 19.93 4.750 -
Not Significant

Achievement motive is characterized by (a) Concern

for excellence, (b) Competition with standards of
excellence set by others or the staff, (c) Awareness of
hurdles on the way to goal achievement, and
(d) Persistence in trying out alternative paths for goal
achievement.

It can be seen from Table – A that the “t” value of

0.696 is insignificant. This indicates that the values of
two mean are not significantly different.

Considering those values, it can be said that on

achievement orientation or striving for achievement is
concerned, the two organizations are at an equally
high level and there is no significant difference
noticed between these organizations.
 Affiliation
Table – B

Organization Numbers Mean S.D. “t”

O1 75 19.15 3.250 1.813
O2 55 17.95 4.04 -
Not Significant

“Affiliation motive is characterized by a concern for

establishing and maintaining a close personal
relationship and value for friendship. This is a
tendency to express emotion.”

Table – B above shows the results of the analysis of

“t” test applied to Affiliation motive in respect of O1
and O2.

The vales of mean show a difference of show a

difference of 1.20. The two mean score are high
indicating that both organizations are high on
affiliation motive.

Minutely the results indicate that employees of O1

have a slight high score on affiliation motive with
respect to O1. (Mean O1 = 20.47 and Mean O2 = 17.95).
The difference is however negligible and the “t” test
value indicate no significant difference. Thus analysis
shows that employees of both of these organizations
do possess more or less equal extent of affiliation
motive which is above average.
This shows that employees of these organizations
have high concern for establishing and maintaining
close personal relationships. They value friendship
and have tendency to express emotions.

Power / Influence
Table – B

Organization Numbers Mean S.D. “t”

O1 75 17.93 2.680 2.373 ***
O2 55 16.76 2.850 -
*** Significant at 0.05 Level

“Influence motive is characterized by (a) Concern for

making impact on others, (b) A desire to make people
do what one thinks is right, (c) An urge to change
matters and develop people.”

Table – C above shows the results of analysis of “t”

test for Power / Influence motive score of O1 & O2.

The values of mean are 17.93 and 16.76 respectively.

The mean score of O1 is slightly higher than the
mean score of O2. However the score are above
average.
 Control
Table – D

Organization Numbers Mean S.D. “t”

O1 75 17.93 3.210 0.759
O2 55 18.20 4.120 -
Not Significant

“Control motive is characterized by (a) Concern for

orderliness. (b) A desire to keep informed, (c) An urge
to monitor and take corrective action when needed.

Table – D above shows the results of the analysis of

“t” test for control motive score of O1 and O2.

The mean value of score is 17.93 and 18.20 for O1

and O2 respectively. The difference between the
values is negligible. Value of “t” test also indicates no
significant difference.

Thus analysis shows that employees of both of these

organizations have similar extent of Control motive
that is above average level.
 Extension
Table – E

Organization Numbers Mean S.D. “t”

O1 75 17.91 3.353 0.759
O2 55 18.18 3.510 -
Not Significant

“Extension motive is characterized by (a) Concern for

others, (b) Interest in super ordinate goal, (c) Being
relevant and useful to larger groups including society.

Table – E above shows the results of the analysis of

“t” test for extension motive score of O1 and O2.

The mean value of score is 17.91 and 18.18 for O1

and O2 respectively. The mean score of O1 is slightly
higher than that of O2. However the difference
between the values is negligible. Value of “t” test also
indicates no significant difference.

Thus analysis shows that employees of both of these

organizations have similar extent of Extension motive
that is above average level. The difference is not all
significant.
 Dependency
Table – F

Organization Numbers Mean S.D. “t”

O1 75 20.04 4.110 2.594 ***
O2 55 18.31 3.470 -
*** Significant at 0.05 level

“Dependency motive is characterized by (a) Concern

for self development with others help, (b) Checking
with significant others who are more knowledgeable,
higher in status, experts and close associates. Own
Ideas, proposed actions etc are got approved by them.
Such relations are known as “Approval Relationship”.

Table – F above shows the results of the analysis of

“t” test for Dependency motive score of O1 and O2.

The mean value of score is 20.04 and 18.31 for O1

and O2 respectively. The score is above average in
both of the organizations. The mean score of O1 is
slightly higher than that of O2. Value of “t” test also
indicates significant difference at 0.05 levels.

This significant difference on dependency score may

be because O1 is a very big organization with too
many hierarchical levels. Hence for taking any
decision, approvals from higher levels becomes
necessary.
However O2 being a smaller organization,
hierarchical levels are very limited and less therefore
decisions are promptly taken at the middle level itself.

Mean of self rating score for the own performances as

rated by individual employees of both of these
organizations are: -

(i) Organization – O1 ---------- 75.15%

(ii) Organization – O2 ---------- 74.82%

Average performance and efficiency of employees of

the organizations as rated by individual employee
indicates that both of the organizations are highly
efficient. No significant difference is seen in the
percentage efficiency figures of the organizations
under study.
 SUMMARY

The basic object of this study was to know the

motivation levels of the employees of two such
organizations that are committed to the concept of
HRD. These organizations are the strict followers of
HRD and have exclusive HRD departments into
operation manned by qualified personnel for HRM for
the growth and development of their organization.

O1 and O2 under study are the two high-tech

organizations with most modern management and
exclusive departments for “Human Resource
Development”. Both of these organizations are
progressive and growth and development oriented.

Organization O1 has an excellent Training Centre

with full-fledged infrastructural facilities and highly
qualified training personnel.

Employees of both of these organizations are highly

qualified.

Achievement motivation score of both of these

organizations are at high level which indicates high
achievement orientation of the employees.
Employees have concern for (a) Excellence, (b)
Competition, (c) Standards of excellence, (d) Setting
challenging goals and (e) Striving for achievement
with excellence.
Affiliation motive score are also high for either of the
organization (O1 & O2). This indicates that
employees of both of the organizations have high
concern for (a) Establishing and maintaining close
personal relationships. They value friendship and tend
to express emotions. Thus the organizational
environments are highly conducive for harmonious
relations and openness in communications.

Influence motivation score are also high for both O1 &

O2. This indicates that employees of these
organizations have high concern for making impact on
others. The employees are desirous to make people
to do what they feel is right. An urge to change
matters, exercise control and develop people.

Control motivation score of both of the organizations

are at high levels. This indicates that employees in
both O1 & O2 are highly control oriented. They have a
concern for (a) Orderliness, (b) Desire to keep
informed, (c) Urge to monitor and take corrective
action when required.

Extension motivation score of O1 & O2 are also at

high a level that indicates that employees of these
organizations have (a) Concern for others, (b) Interest
in super ordinate goal, (c) Being relevant and useful
to the larger groups including the society.
Dependency motivation score of both of the
organizations are at high level which shows that
employees of both of the organizations have a
concern for self development with the help of others.
For the work or actions they seek advice of superiors
and experts. For their ideas and proposed actions
they seek approval of superiors. This results into good
Proposal – Approval Relationship.

Conclusions: -

The study revels that employees of both of the

organizations under study have high score on all the
six dimensions of motivation viz. (1) Achievement,
(2) Affiliation, (3) Influence, (4) Control, (5) Extension
and (6) Dependency.

As per the self rating / assessment by the employees

themselves, the mean efficiency score of employees
of both of these organizations is high and it does not
show any significant difference.

Thus it is concluded that employees of both of these

organizations under study are highly motivated and
highly efficient.
Motivation Assessment Test – MAO-B - Annexure “A”

Read each statement given below. Decide how much true it is about you.
Indicate this by writing the numbers 1 to 4 against each item. Don’t write anything
else. Use the following key to give your answers.

 1 - When you hardly show this behavior

 2 - When you sometimes show this behavior
 3 - When you tend to show this behavior
 4 - When you behave this way most of the time

1. I enjoy working on moderately difficult / challenging goals. _______

2. I am over emotional __________
3. I am forceful in my arguments __________
4. I refer matters to superiors __________
5. I keep close track of things and monitor actions __________
6. I make contribution to charity __________
7. I set easy goals and achieve them __________
8. I relate very well to the people __________
9. I am preoccupied with my own ideas __________
10. I follow an ideal __________
11. I demand conformity from my people __________
12. I take steps to develop people __________
13. I strive to excel performance targets __________
14. I give importance to personal relations than to organizational matters ___
15. I build on ideas of my subordinates __________
16. I seek approvals of y superiors __________
17. I ensure that things are done as per the plans __________
18. I consider difficulties of others even at the cost of task __________
19. I am afraid of making mistakes __________
20. I share feelings with others __________
21. I enjoy arguing and winning in my arguments __________
22. I have genuine respect for seniors __________
23. I admonish people for not completing task __________
24. I go out of way to help people __________
25. I search new ways of overcoming difficulties __________
26. I find it difficult to express negative feelings to others __________
27. I set examples and models before others __________
28. I hesitate to take hard decisions __________
29. I clearly define roles and procedures for my people __________
30. I undergo personal inconvenience for others __________
31. I am conscious of my limitations and weaknesses than my strengths ____
32. I like to take interest in personal matters of my people __________
33. I am lassiez-faire (Do not bother how things happen) __________
34. I learn from my seniors __________
35. I centralize most tasks to ensure that things are well-done __________
 36. I have empathy and understanding of my people __________
37. I try to know how well I do and take feedback for my improvement ______
38. I avoid conflict in the interest of the group feelings __________
39. I give new suggestions and ideas __________
40. I tend to please others __________
41. I lay-down systems clearly for my people __________
42. I am willing to take responsibility for other’s work and help them _______
43. I exhibit low self-confidence __________
44. I recognize and respond to feelings __________
45. I am given credit for the work done in a team __________
46. I seek help from those who know the matter __________
47. In case of difficulty, I rush to put things right myself __________
48. I develop team work amongst my people __________
49. I work effectively under the pressures of deadlines __________
50. I am uneasy and less productive when working alone __________
51. I give credit and recognition to others __________
52. I look for support for my actions and proposals __________
53. I seek possessions of authority __________
54. I hesitate to take strong action considering human relations __________
55. I complain about difficulties and problems __________
56. I take initiative in making friends with other colleagues __________
57. I am more conscious of status symbols e.g. room size, carpet etc_______
58. I like to get ideas from others __________
59. I tend to form small groups to effectively influence decisions __________
60. I like to take responsibility for group work__________
___________________________________________________________
61. Where would you place yourself on a 100 mark scale for your
performance and satisfaction? ____________ (Marks or % )
______________________________________________________________

Name ________________________ Designation ______________________

Organization ___________________ Qualification ______________________

Length of service in completed years __________

Participants are requested to reply all questions frankly, correctly and with an
open-mind and leave none unanswered or blank. Disclosing name is optional.
However designation, organization, qualifications, length of service and your
performance / satisfaction are most essential and vitally important.

Please be rest assured that this information shall be used strictly for this research
Project and shall be kept strictly confidential.
 MAO – B Answer Sheet ----- Annexure – “B”

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Participants please don’t write anything in the table below

Motivation Value of “P” Value of “V” 15 + P – V

A
B
C
D
E
F
 BIBILOGRAPHY

(1) Fred Luthans “Organizational Behavior”

McGraw Hill Book Companies, IV Edition

(2) Pareek Udai & T V Rao & Pestonjee DM

“Behavioral Processes in Organizations”
Oxford IBH Publishing Company (P) Ltd. India
IV Edition – 1989

(3) Pareek Udai & Rao T V

“Designing and Managing of HRD Systems”
Oxford IBH Publishing Company (P) Ltd. India
IV Edition – 1986

(4) Paul Hersey and Kenneth Blanchard

“Management of Organizational Behavior Utilizing Human
Resources”
Prentice Hall of India Limited
IV edition – 1983

(5) Stephen P Robins

“Organizational Behavior”
Prentice Hall of India Limited
Edition - 1985

(6) Saul W Gellerman

“Motivation and Productivity”
D B Taraporewala Sons & Co (P) Ltd
Bombay- India. II Edition – 1970
*************