INTRODUCTION

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INTRODUCTION

Sometimes, simply receiving a paycheck is not enough of an incentive to keep
employees dedicated and focused. Managers must think of new ways to hold an
employee's attention and interest on a project, or the company as a whole. Many
companies employ motivational tactics and rewards systems, both of which have
advantages and disadvantages.

Motivation
Companies use both positive reinforcement and negative reinforcement to
motivate employees. Many managers believe that using positive motivation
techniques encourages employees to produce more and better quality work. For
example, some companies select an employee as "Employee of the Week." This
technique praises the winning employee, while positively encouraging other
employees to keep trying to do well. Other managers believe negative
reinforcement motivates employees to stop bad behavior. For example, a company
may issue a written-warning system, or threaten employees with termination to get
them to perform a certain way.

Rewards
Companies reward their employees with both tangible goods, as well as praise. For
example, a sales department may offer a monthly bonus to the highest earner. Not
all tangible rewards come in the form of money. Some companies host free
lunches, or give away company gear to good workers. Many managers choose to
reward their best employees by simply praising them for a job well done, or by
recognizing the hard work they put in to a project.

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Advantages
By using positive reinforcement to motivate employees, a manager may build a
good relationship with his employee that fosters a sense of trust. In a good
manager-subordinate relationship, employees may feel respected and comfortable
in their working environment. Providing rewards, both tangible and in the form of
praise, can make employees happier. Happier employees often perform better at
work.

Disdvantages
Using negative enforcement as a form of motivation could cause employees to
become dissatisfied with their jobs. Unhappy workers typically produce less
quality work, become sluggish or fail entirely to meet deadlines . Applying too
much motivation or offering too many rewards can also have a negative effect.
Employees can become over-confident. They may feel that they are the bosses'
favorite workers, even if they start to slack off on their projects or test the limits of
their working relationship with their supervisors.

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According to Microsoft's Business website. and employees are likely to share good ideas and put forth additional effort in the interest of the company's success. a policy that offers incentives in exchange for achievement can motivate all employees to prove their worth. the bottom line often increases far in excess of the monetary rewards distributed. Employee Retention An employee who has been rewarded is often more motivated to remain with the company. A reward emphasizes your respect for your employee and encourages fellow employees to show respect to each other. whereas others are investments in time and effort. When the team is united. When worker productivity goes up. The offer of an additional reward gives an employee that extra motivation to go above and beyond. Uniting the Team Employees are motivated by a workplace atmosphere of mutual respect. Some rewards may cost money. Instead of working for his own financial benefit. an employee who is amply rewarded is more likely to personalize the company mission. Incentive Employees must know that hard work and a high level of achievement will be rewarded financially. the lines of communication are open. ROLE OF REWARD IN MATIVATING EMPLOYEES Many employees are motivated by two goals: earning a paycheck and doing work that makes them proud. It can cost a business quite a bit to deal with the loss of old employees Page 4 . All can contribute to a more pleasant work environment. The Business Research Lab points out that rewards motivate employees to see the company's mission as their own.

but a reward can go a long way toward building employee self-motivation. According to Carter McNamara. An employee with children. When deciding what kind of rewards to give to employees. think of their needs. Page 5 . writing for the Free Management Library. for example. may be highly motivated to achieve more in the workplace if you offer him additional time off to spend with his family. Self-Motivation A good manager can encourage an employee to work harder and better from time to time. may increase your employee retention statistics and decrease your long-term training costs. given to employees who are considering leaving the company.and the training of new ones. Rewards. the most effective rewards are tailored to an employee's needs.

the culture of a company tends to value recognition instead of the drive for money. resulting in gains to the company's bottom line. Nonmonetary reward systems emphasize the importance of recognition among peers and workplace perks that do not involve money. For instance. Page 6 . nonmonetary reward systems must be fair to all employees and avoid favoritism. Nonmonetary reward systems are beneficial to companies with limited budgets that operate on slim profit margins. Purpose Nonmonetary reward systems are meant to increase employee performance and motivation and bolster self-esteem in the workplace. When rewards for performance are not based upon money. bonuses. NON MONETARY REWARD SYSTEM Companies use reward systems as an incentive for employees to maximize their work productivity and quality. they might lose motivation toward their job and refuse to participate. spending money on trips. gift cards and any other monetary reward takes money away from net profit. If employees view the rewards as skewed or unattainable. To be effective. Simultaneously. companies that use nonmonetary reward systems spend less money motivating their employees and more money on other areas of the business. Nonmonetary reward systems tend to increase productive competition among employees striving for the reward. Benefits Nonmonetary reward systems mostly benefit the culture of the company and the company's bottom line.

a company can write letters of gratitude to employees. Additionally. Some employees might also feel that their company is not willing to pay for their hard work. if a competing business offers monetary rewards to its employees. Additionally. If an employee performs exceptionally well at her job. offer refreshments and create an employee recognition wall. Page 7 . Examples One of the simplest forms of nonmonetary rewards is public recognition for company achievements.Disadvantages High-performing employees that value money and other monetary perks might find that nonmonetary reward systems lack the incentives needed to bolster motivation and increase their productivity. the company that offers nonmonetary rewards risks losing employees to the competition. Not all employees value handwritten notes or walls that display the employee of the month. a company can gather its workers around the employee for a round of applause in her honor. The employee receives a boost of self-confidence for the gesture and recognizes that her contribution makes a difference.

In the workplace. exactly. many of these employees have. departments focused more on those with lower levels of motivation. That’s because not every worker is the same. No matter how skilled the workers in any specific department may happen to be. or must employee motivation being structurally “imposed” upon the workforce? Those are good questions that deserve a solid understanding of how to proceed in order to find the answer that best fits your human resource management scenario. the task of any human resources specialist or team of consultants becomes a bit complex. In fact. often been neglected as human resources. But how. the goals of the supervisor will not reach the desired levels of success and timeliness if the proper employee motivation is not in place. The outcome has been increased frustration among those who give it their all but end up feeling as if they’ve been given the short end of the stick in return. While the fast-acting techniques that are known to motivate employees are most needed among those who require higher levels of motivation in order to get work done. Fortunately. unfortunately. Even the natural go-getters respond well to motivation techniques. the practice of well-administered and objective-producing incentive enhancement is actually well advised for employee at all different levels of inherent motivation. is motivation supposed to be instilled in the work force? Is employee’s eagerness to get the job done a natural quality that should be relied upon. EMPLOYEE MOTIVATION One of the major issues faced by human resource departments and specialists is the issue of motivating employees. other employees may need an extra nudge in the right direction before results can be expected. motivation is a primary factor when it comes to getting work done. While some have a self-starting approach to every job at hand. employee motivation is proven to work in nearly every case when the right stimuli are added into the mix. the best-applied motivation Page 8 . however. Therefore. In its capacity to answer these fundamental questions.

Your employees are your greatest asset and no matter how efficient your technology and equipment may be. then you face a problem leading to disastrous consequences. it is no match for the effectiveness and efficiency of your staff.policy is universal. Workers will tend to be as efficient as possible by improving upon their skills and knowledge so that they are able to contribute to the progress of the organization. to give their loyalty to the group. employees will. If these employees lack the motivation to produce completed products to meet the demand. to carry out properly the purpose of the organization. 1. The number of scenarios is extreme but you get the general picture. By creating a standardized. The workforce will be better satisfied if the management provides them with opportunities to fulfill their physiological and psychological needs. See it this way: your business relies heavily on the efficiency of your production staff to make sure that products are manufactured in numbers that meet demand for the week. The workers will cooperate voluntarily with the management and will contribute their maximum towards the goals of the enterprise. The Importance of Motivation Motivation can have an effect on the output of your business and concerns both quantity and quality. Page 9 . The following results may be expected if the employees are properly motivated. 2. as a whole. generally respond quite well to motivation for high level goals. Motiva0tion involves getting the members of the group to pull weight effectively. incentive-based system of rewards for job performance. This will also result in increased productivity.

Traditional job designing produced job alienation resulting into monotony. Some of the motivational techniques that can be used by managers are:-  Motivational job design  Quality of work life  Financial and non. themselves and between the workers and the management will decrease. Wastage and scrap will be less. The number of complaints and grievances will come down. both intrinsic and extrinsic aspects of the job must be considered. 4. boredom. Intrinsic factors are directly related to the contents of job whereas extrinsic factors are related to the environment in which the job is performed. powerlessness and absenteeism. 6. There will be increase in the quantity and quality of products. 3. Applying motivational theories at work place. Motivational Techniques Various theories of motivation discussed above have implications on management practices . activities and duties involved in jobs.Financial incentives Motivational job design:-every employee spends a significant amount of his time at the work place executing the tasks. 7. meaninglessness. Better quality of products will also increase the public image of the business.in applying motivational theories at work place. The rates of labor’s turnover and absenteeism among the workers will be low. Accident will also be low. There will be good human relations in the organization as friction among the workers 5. Page 10 .

2) Collective Financial Incentives:-  Profit Sharing:- Profit sharing is an arrangement by which employees receive a share of the profits of the organization. employees are offered shares of a company in such a way that they enjoy long-term benefits due to appreciation in share prices with the progress of the company. managements of several organizations provide productivity linked incentives to workers in the production department whose out put can be measured quantitatively. Page 11 .  Co partnerships:- Under the co partnership employees become shareholders of a company and may exercise control over it as other shareholders do.  Stock option:- Under this scheme. Annual pay increase of such employees is determined on the basis of performance.  Productivity:- Linked incentives.1) Individual Financial Incentives:-  Performance based pay:- Performance based pay is provided by same organizations to managerial personnel whose contribution cannot be measured quantitatively on day to day basis.

a) Provident fund scheme:- Under the scheme employer as well as employees contribute certain percentage of salary of employees to a common fund which is refunded to the employees on their retirement from the job along with a reasonable interest from Provident Fund Authorities with whom the fund is saved. b) Pension scheme:- Under this scheme employee is given a certain percentage of his wages or salaries after the retirement of employee from the job. Page 12 . Retirement Benefits:- Managements of several organizations offer retirement benefits of different types of their employees. c) Gratuity:- Under scheme on ex-gratia payment acknowledging the long tenure of service is made by the employer to his employees.

This assignment of higher responsibility also works as an incentive to individuals.  Making job pleasant and interesting:- Managements design the job to make them more enjoyable and pleasant through the satisfaction if their instincts. in the organizational context means the ranking of position.  Responsibility:- People can also be motivated by entrusting them with higher responsibility. After satisfying primary and secondary needs of a man and after raising his standard of living. Companies relate the status of employees their abilities and aspirations. rights and duties in the formal organizational structure. it ceases to work as a motivator. skill. Status is a strong motivator as it is extremely important for most of the people. It creates interest in work and motivates the Page 13 . 1) Individual Non-Financial Incentives:-  Status:- Status. bonus schemes and retirement benefits may employees do not take interest in their work. Its is observed that in spite of satisfying wage rate.  Promotion:- If promotions to higher positions are given to employees on the basis of merit. sincerity and abilities employees strive hard to give what is best of them. it is not the only motivator and it is not always motivator. The employees feel that the management has imposed its confidence in them and they must prove to be worthy of such confidence by shouldering higher responsibility.Non-Financial Incentives:- Though a man hankers after money and it is an important motivator. Thus promotions to de serving candidates motivates employees to higher their performance.

 Team spirit:- Team work is a coordinated action by a comparative small group is regular spirit where in members contribute responsibility and enthusiastically towards the team task. insurance companies. the employees feel motivated to perform work at similar or even higher level. Praise.  Recognition of work:- A worker gets satisfaction when his work is appreciated by his superior. railways etc. may motivate the employees by convincing them about the social worth of their service. Page 14 . Praise can do what money cannot do Recognition means acknowledgement with a show of appreciation. When such recognition is given to the work performed. enterprising initiative and produce better results as they know that their welfare is closely related to the welfare of the organization.employees to perform better. 2) Collective Non-financial Incentives:-  Social Importance of Work :- Some organizations like banks.  Job-security:- Employees with a sense of security of job show keen interest. acknowledgement and recognition for the work done is a strong motivation for the employees. Job enlargement and job enrichment techniques make the job more pleasant and interesting. They stop worrying and concentrate on work.

Climate plays an important part in determining worker’s motivation.  The Individual: Human needs are both numerous and complex. depending upon the needs of the individual. emotional support from members. each person is different and a variety of items may prove to be motivating. They create some informal groups at work place. the situation the individual is in and what rewards the individual expects for the work done. Informal groups:- When employees work together they develop a sort of affiliation among themselves. reward structure. Further. It is the duty of the manager to match individual needs and expectations to the type of rewards available in the job setting.  Forces operating within the organization and  Forces operating in the environment. Page 15 . because what it can buy. Determinants of Motivation Traditionally it is believed that employees are motivated by the opportunity to make as such money as possible and will act rationally to maximize their earnings. autonomy enjoyed by members. is the most important motivator of all people. growth prospects. Some of the needs cannot be described and identified because people hide their real needs under the cover of socially accepted behavior. Three types of forces generally influence human behavior  Forces operating within the individual. The climate in an organization is determined by a number of variables such as its leadership style.  The Organization: The climate in the organization must be conducive to human performance. The assumption is that money.

The troubles and pleasures of off-the-job life cannot be put aside when reporting for work in the morning. professions and occupations and the worker’s home life. images and attributes accorded by society to particular jobs. Tension 3. Identification of need 2.all play a strong motivational role. Feed back Page 16 . one side the factory and the other outside it.1. norms. 2. Culture. Result –Positive/Negative 5. Course of action 4. nor can factory matters be dropped when returning home after work.4 Process of Motivation 1. customs. The factors such as social status and social acceptance play an important role in shaping the motivations of people. The environment: A worker does not live in two separate worlds.

Performance results from the interaction of physical. Motivation techniques utilized to stimulate employee growth. For the motivation you can buy man’s time.  Goals. 6.Objectives of Motivation 1. initiative. Physical presence at a given place. This refers to the strength of a person's work-related behavior. For the achieve a desire rate of production. 8.  Direction. This refers to the persistence that individual’s exhibit in applying effort to their work tasks. financial and human resource. 2.  Persistence. and enthusiasm. To increase loyalty against company. with a high personal and group moral satisfaction with a sense of responsibility. Page 17 . This refers to the ends towards which employees direct their effort. You can even buy a measured number of skilled muscular motions per hour or day. 7. Basic Characteristics of Motivation  Effort. This refers to the quality of a person's work related behavior. The purpose of motivation is to create condition in which people are willing to work with zeal. Interest. 3. 4. For improve discipline and with pride and confidence in cohesive manner so that the goal of an organization are achieved effectively. 5.

we all need money for the expenses of day to day living but studies indicate that when employees receive a monetary bonus it is typically used to pay bills. if you want to give a very sincere gift that not only says thanks but will help create the loyalty.  Monetary Bonuses and Incentives versus Gifts & Awards: Research on what employee’s value for rewards and recognition indicated a monetary reward only ranked 12th in a list of items important to employees. not some thing they truly enjoy. and the accessibility of creative thinking skills. we examine three factors that are likely to have an important influence on the creativity of new product ideas: intrinsic motivation.Type of motivation Monetary motivation Overview: The value and importance of creativity has been well established in the business world. consider a gift or award that will touch them personally. Consequently money becomes a very in-personal gift. The findings are integrated into a discussion that clarifies the role of these factors in producing creative outcomes and highlights their potential in the new product design process. expenses or purchase something that the employee needs.the originality and the usefulness of the end design. remains a somewhat elusive goal for most organizations. Using the context of product design. we identify effort and enjoyment as two variables mediating the effects of intrinsic motivation and monetary rewards on originality and usefulness. Further. It is true. dedication and motivation you would like your employees to have. Conversely. We present and test a conceptual framework explaining the differential and interactive influences of these factors on the two essential components of creativity . The effective fostering of creativity. monetary rewards. Page 18 . however.

but it can be done with the right combination of leadership and management skills. For example. you could offer a paid day off to the sales associate who generates the most revenue in the month of July. One method of non-monetary motivation is to create an incentive program that allows employees to earn paid time off.  Space and Status Motivation You can use the space in your workplace and the status of your employees as a form of non-monetary motivation. in recognition of excellent Page 19 . Here are three non-monetary motivation techniques that are geared toward personal recognition and satisfaction. While money is one of the proven ways to motivate employees.Something they will truly enjoy and use or some thing that brings them pleasure in their leisure or family time.  Paid Time Off Your business expects to expend a certain number of dollars for payroll. A paid day off is a miniscule cost to your business. Motivating without money is a challenging task. Please see What Employees Want on our main menu under Recognition for more information on this subject. For example. there are also other ways to encourage your team to put their best foot forward. performance-based pay raises. and other financial incentives that once kept noses to the grindstone. and it is one of the excellent ways to motivate a sluggish sales staff. Effective Non-Monetary Motivation Ideas The economic downturn has put a great deal of pressure on employers to find creative ways to motivate employees. Gone are the days of quarterly bonuses.

such as tickets to concerts.customer service. and you can turn them into rewards for employees by passing them onto your workforce. movie tickets or gift cards to local restaurants? Perks like these are among the greatest forms of non- monetary motivation. free t-shirts. Motivating without money will become a necessity to keep your team engaged and active. Nature of Motivation Page 20 . A little bit goes a long way when it comes to motivation and non-monetary motivation is vital to the core of your small business. The economic downturn has most likely had a negative impact on morale in your workforce. Sharing the company perks is a way you can start motivating without money. Having access to special spaces on the company property enhances their feeling of accomplishment. who can go above and beyond the call of duty to solve a problem. These are simple events to coordinate. If you have a recently vacated corner office. or who exhibits perfect attendance. you can host a contest to see who can generate the most sales. Perhaps you want to recognize a manager for excellence or a sales person for customer service.  Share the Company Perks Does your company receive incentive rewards from customers and organizations in the community. and your employees will truly appreciate the gesture. It’s important to develop a creative approach and find ways to motivate without dipping into company funds. you might consider designated a special parking spot (one that is close to the front door) to be awarded each month to an outstanding employee. and employees will enjoy the spirit of healthy competition. These types of rewards are fast and easy ways to start motivating without money. Your company receives these items at no cost.

satisfaction is a consequence of rewards and punishments associated with past experiences. and harness them in a manner that would be functional for the organization. These motives are in the form of feelings that the individual lacks something. A goal-directed behavior is one which satisfies the causes for which behavior takes place. Besides.  Person motivated in totality: Page 21 . Following characteristics of motivation clarify its nature. in the organization context. Satisfaction refers to the contentment experiences of an individual which he derives of need fulfillment. it harnesses human energy to organizational requirements. In order to overcome this feeling of lackness.  Related to satisfaction: Motivation is related to satisfaction. it can also activate the latent needs in the individual.  Based on motives: Motivation is based on individual’s motives which are internal to the individual. Thus. the needs that are less strong and somewhat dormant. we can derive its nature relevant for organizational behavior. The act of motivating channelizes need satisfaction. It provides means to analyze outcomes already experienced by the individual.  Goal-directed behavior: Motivation leads to goal-oriented behavior.Based on the definition. that is. Motivation has profound influence on human behavior. he tries to behave in a manner which helps in overcoming this feeling.  Affected by motivating: Motivation is affected by way the individual is motivated.

Each individual in the organization is a self-contained unit and his needs are interrelated. These generate complexity in motivation process in the following ways a) Needs are internal feelings of individuals and sometimes. For example. they may adopt different routes to satisfy their promotion needs. These affect hiss behavior in different ways. even they. these create continuity in behavior. the problem is not over here as a particular need may result into different behavior from different individuals because of their differences. hard work in the organization may be due to the need for earning more money to satisfy physiological needs. themselves. understanding of human needs and providing means for their satisfaction becomes difficult. c) A particular behavior may emerge not only because of the specific need but it may be because of a variety of needs. may not be quite aware about their needs and the priority of these.  Complex process: Motivation is a complex process.A person is motivated in totality and not in part. b) Even if needs are identified. or may be to enjoy the performance of work itself and money becomes secondary or to get recognition as a hard working person Page 22 . the need for promotion may be uniform for different individuals but all individuals may not engage in similar type of behavior. For example. Moreover. feeling of needs and their satisfaction is a continuous process. Thus. complexity emerges because of the nature of needs and the type of behavior that is attempted to satisfy those needs. As such.

tangible or intangible. Studies show that if the person receives the reward immediately. Extrinsic rewards are external to the person. for example.e. satisfaction or a feeling of accomplishment. For instance. for example. This is done by associating positive meaning to the behavior. A reward often has the intent of encouraging the behavior to happen again. Rewards can also be organized as extrinsic or intrinsic. obligation refers to motivation based on what an individual thinks ought to be done. a feeling of responsibility for a mission may lead to helping others beyond what is easily observable. Page 23 . praise or money. Intrinsic rewards are internal to. satisfaction or accomplishment. for example. the individual. and other people. is presented after the occurrence of an action (i. Intrinsic rewards are internal to the person. Reward and Reinforcement A reward is that which follows an occurrence of a specific behavior with the intention of acknowledging the behavior in a positive way. praise or money. for example. or outside of. Extrinsic rewards are external to. extrinsic and intrinsic. Some authors distinguish between two forms of intrinsic motivation: one based on enjoyment. There is extrinsic motivation. and decreases as duration lengthens. which comes from within you. Motivation comes from two things: you. or fun. In this context. or within. rewarded. the other on obligation. There are two kinds of rewards. which comes from others. the individual. and intrinsic motivation. the effect would be greater. Repetitive action-reward combination can cause the action to become habit.Motivation Concept The Incentive Theory of Motivation A reward. behavior) with the intent to cause the behavior to occur again.

obligation refers to motivation based on what an individual thinks ought to be done. In terms of sports. including contributing to a common good. the other on obligation. rewarded. That is. In this context. A reinforce is different from reward. intrinsic motivation is the motivation that comes from inside the performer. money may provide a more powerful extrinsic factor than the intrinsic motivation provided by an enjoyable workplace. Intrinsic and Extrinsic Motivation Intrinsic Motivation Intrinsic Motivation: Stems from the direct relationship between the worker and the task and it is usually self-applied. a moral obligation to the group. In work environments. in that reinforcement is intended to create a measured increase in the rate of a desirable behavior following the addition of something to the environment. the athlete competes for the love of the sport.  Intrinsic motivation occurs when people engage in an activity. Money is the most obvious Page 24 . such as a hobby. extrinsic motivation comes from outside of the performer. people often cite altruistic reasons for their participation. mentorship or 'giving back'.Some authors distinguish between two forms of intrinsic motivation: one based on enjoyment. Extrinsic Motivation Extrinsic Motivation: Stems from the work environment external to the task and it is usually applied by someone other than the person being motivated. without obvious external incentives. In knowledge-sharing communities and organizations. For instance. a feeling of responsibility for a mission may lead to helping others beyond what is easily observable. or fun.

not to enjoy the intrinsic rewards of the activity. wage slavery is inevitable. students in mandatory schooling. the crowd may cheer the performer on. Extreme use of coercion is considered slavery. Successful coercion sometimes can take priority over other types of motivation. it is widely practiced on prisoners. Coercion The most obvious form of motivation is coercion. However. Trophies are also extrinsic incentives. Competition is often extrinsic because it encourages the performer to win and beat others. and in the form of conscription. Social psychological research has indicated that extrinsic rewards can lead to over justification and a subsequent reduction in intrinsic motivation. many capitalists such as Ayn Rand have been very vocal against coercion. While coercion is considered morally reprehensible in many philosophies. In sports. such as undergoing an expensive dinner or a period of relaxation). where the avoidance of pain or other negative consequences has an immediate effect. Critics of modern capitalism charge that without social safety networks. a person may be highly intelligent according to a more conservative Page 25 . Self-control The self-control of motivation is increasingly understood as a subset of emotional intelligence. and this motivates him or her to do well.example. Self-coercion is rarely substantially negative (typically only negative in the sense that it avoids a positive. but coercion and threat of punishment are also common extrinsic motivations. within the nuclear family unit (on children). however it is interesting in that it illustrates how lower levels of motivation may be sometimes tweaked to satisfy higher ones.

definition (as measured by many intelligence tests). As a manager. For others it could be money. and it is therefore important they learn and understand the factors that determine positive motivation in the workplace. yet unmotivated to dedicate this intelligence to certain tasks. Motivation is something that is approached differently by different businesses and the responsibility of its integration lies with all immediate supervisors of staff. Every one is motivated by something. Employees are your internal customers. or leader. Many business managers today are not aware of the effects that motivation can (and does) have on their business. Sometimes. everyone needs some form of motivation. motivation must be one of your chief concerns. Page 26 . then they are just a commodity. It makes them feel appreciated. you are motivated by hunger. but work efficiently and loyally? That depends on that individual’s personality. Yale School of Management Professor Victor Vroom's "expectancy theory" provides an account of when people will decide whether to exert self control to pursue a particular goal. When you go to the supermarket. So what motivates a person to work? Not just work. You want the service and support to be the best in the world. others still responsibility. and if they don’t get that at your place of business. The size of your business is irrelevant: whether you are trying to get the best out of fifty of your staff or just one. Being the best at what you do is worth nothing unless someone is there to see it. recognition might be what drives them. because that’s how it needs to be to keep your customers returning to you. Motivation at Workplace Having a well motivated staff is essential to a productive and pleasant work environment. in a sense. For people with an alpha personality. when you run. it’s even as simple as acknowledging when someone has done a good job. etc. you are motivated by the desire to be healthy.

 Foster Friendly Competition: .  Listen: . We need to compete against one another. get them a gift certificate to the local mall. Motivating Employees Unmotivated employees have rightly been called "the black holes of the business universe.Don’t just hear them talking. Let them play around a little.  Recognize Regularly: . The vast majority of resignations are a result of employees not feeling appreciated. you will never work a day in your life. Bring it back to being productive fun. Let them know that you appreciate what they’ve done. and do Page 27 . you might want to address it. Make a game out of accomplishing a task.Ask them how they like their job.  Have A Little Fun: . It doesn’t have to be expensive. It also raises the bar for the rest of the team. Here are a few basics to try at your workplace to ensure that you are doing everything you can to motivate your staff:  Ask: . If it starts to get out of hand. because it gives them a feeling of satisfaction to know that they had a hand in shaping the team's environment.However. and do it publicly. motivation is not something a person is born with or without." Fortunately.Don’t lock your ability to have fun behind your suits. Active listening is a vital skill to the survival of any workplace. If you find a job you love. If they perform well. Enjoy yourself. People want others to know when they have worked hard.It’s in our genes. they will tell you.  Don’t Be Cheap: .Show them that you notice their hard work. If you notice a reoccurring theme. you spend more time at work than you do awake in your own home.Buy them something. or their favorite video store. tape a picture of a dog driving a mini-van on someone’s computer screen. it is the business owner who must initiate motivation as a strategy to attain corporate goals. to prove to ourselves and everyone out there that we can do it. that’s why you are there. lunch will do in a pinch or doughnuts and coffee in the morning.

The Olympics are a good example. start putting up the “Now Hiring” signs. When managers don’t listen to their employees and include them in the action planning process.There are definitely employees in your organization who are begging for and can handle additional responsibility. this will keep them in the loop. Our job as managers is to identify who they are and if possible match responsibilities to their strengths and desires. When your employees feel like their opinions don’t matter. is unfair. Don’t put yourself in a position that could result in an environment of favoritism. they feel like their opinions don’t matter. Giving preferential treatment to a person. on a non-work related basis. and access to reasonable leadership. Five Motivational Factors Every Employee Wants From Work Place What do employees want from work? There are five factors that must be present in your workplace for your employees to be happy and motivated at work. don’t make the mistake of thinking you always have the best idea. It’s tough trying to be motivated in the face of goals that you can’t measure. too.Nothing will take your legs out from under you quicker than thinking you are doing a great job.  Share: -Don’t keep all the information to yourself. only to find out later that you aren’t. Everyone likes to feel like they can effect change. with the vast majority of the countries on the face of the planet competing against one another. to impact decision making about their jobs.it the best. Let them know where they stand often. Also. especially if it’s true.  Additional Responsibility: . Your employees need respect.  Coach and Accept Coaching: .  Be Friendly With Everyone. One of the most common downfalls of any organization is a lack of communication. to have the opportunity to grow and develop. to be members of the in-crowd.Favoritism is a hard accusation to live down. Unfairness in the workplace leads to turn-over. But Don’t Become Friends: . The following describe what employees want from work Page 28 .

they usually respond with respect and dignified actions. and grow their knowledge and careers. They appreciate this. If people feel as if they are treated with respect.  Employees want to feel as if they are members of the in-crowd. The first has to do with employee characteristics. is in charge. Page 29 . This means that they know and have access to information as quickly as anyone else in your workplace.  Employees want to learn new skills. They like being part of something bigger than themselves. ability. who is trustworthy. Most Common Causes of Employee Poor Performance There are two main causes of performance problems. Part of respect is praise and feedback so people know how they are doing at work. going somewhere that has been defined and is important. Employee involvement and employee empowerment help to create engaged employees willing to put forth their discretionary energy for the business. to the employee. Respect is the fundamental right of every employee in every workplace.  Employees do want leadership. by and large.  Employees want to have an impact on decisions that are made about their jobs. training. and other factors that "belong" at least in part. Employees like to know that someone. Making developmental opportunities available to each employee demonstrates your commitment to helping them develop their careers. In this category are included: managerial behavior. They want a sense of being on the right track. allocation of resources. motivation. develop their capabilities. and a wide range of variables that are. beyond the control of the individual employee. the effects of colleague behavior. The second type of cause has to do with the system in which work is done. Employee performance is based on the following: employee skill levels.

On the other hand motivation can be improved quickly. there are broadly seven strategies for motivation. thus: Job performance =f (ability) (motivation) Ability in turn depends on education. they can be motivated. Performance is considered to be a function of ability and motivation. either by themselves or through external stimulus. There are many options and an uninitiated manager may not even know where to start.so with people. it will drink only if it's thirsty . Even something like "poor employee motivation".  Positive reinforcement / high expectations  Effective discipline and punishment  Treating people fairly  Satisfying employees’ needs  Setting work related goals Page 30 . Motivation is the Key to Performance Improvement There is an old saying you can take a horse to the water but you cannot force it to drink. something that would appear on the surface to be related to employee characteristics. They will do what they want to do or otherwise motivated to do. As a guideline. A work environment can be frustrating or demoralizing. experience and training and its improvement is a slow and long process. There are broadly seven strategies for motivation. If no.When trying to identify the causes of poor employee performance it's absolutely critical that both kinds of causes be examined. is heavily influenced by the work environment. This is essential for any business to survive and succeed. for motivation is a skill which can and must be learnt. so apparent poor employee motivation can itself be caused by a poor working environment. Are they born with the self-motivation or drive? Yes and no. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to it.

The question here is what strategies can used to motivate information professionals. Motivation is. (1995) accords dye recognition to the workers saying that. employers of information professionals or librarians must be careful to meet their needs. in an organized endeavor. in particular librations. payment. wages and conditions of service: To use salaries as a motivator effectively. Restructuring jobs  Base rewards on job performance Essentially. particularly librations? The following are strategies:  Salary. or It is also important to ensure that the prevailing pay in other library or information establishments is taken into consideration in determining the pay structure of their organization. which encourages workers or groups by rewarding them according to their performance personal or special allowances. These are the job rate. associated with factors such as scarcity of particular skills or certain categories of information professionals or librarians. there is a gap between an individual’s actual state and some desired state and the manager tries to reduce this gap. et al. a means to reduce and manipulate this gap. they will discover they are losing their talented and creative professionals to other organizations who are ready and willing t meet their needs and demands.”Bernard looks at workers. which relates to the importance the organization attaches to each job. Otherwise. Page 31 . personnel managers must consider four major components of a salary structures. putting in time era of the information superhighway. in effect. Strategies of Employee Motivating Bernard in Stoner. “the ultimate test of organizational success is it’s to create values sufficient to compensate for the burdens imposed upon resources contributed.

This is done through the (e. Money possesses significant motivating power in as much as it symbolizes intangible goals like security. premature retirement due to poor performance).  Staff Training: No matter how automated an organization or a library may be.. He explains that money has the power to attract. in Sinclair. retain. that warder would in all probability be motivated to accept the new job offer. Staff training is indispensable is an indispensable strategy for motivating worker. where two or Page 32 .g.Frederick Taylor and his scientific management associate described money as the most important factors in motivating the industrial workers to achieve greater productivity. power prestige. but greater financial reward. and a feeling of accomplishment and success. Money: Akintoye (2000) asserts that money remains the most significant motivational strategy. and collaborate with one another. Banjoko(1996)states that many managers use money to Reward or punish workers . The library organization must have good training programmed. and eventually satisfaction. cooperate. commitment. As far back as 1911. For instance.To this researcher it seems that there is no known organization in which communicate.(2005) demonstrates the motivational power of money through the process of job choice. if a librarian or information professional has another job offer which has identical job characteristics with his current job. and motivate individuals towards higher performance.The desire to be promoted and earn enhanced pay may also motivate employees. high productivity depends on the level of motivation and the effectiveness of the workforce. This will give the librarian or information professional opportunities for self- improvement and development to meet the challenges and requirements of new equipment and techniques of performing a task  Information Availability and Communication: One way managers can stimulate motivation is to give relevant information on the consequences of their action on others (Olajide. Katz. Information availability brings to bear a powerful peer pressure. 2000). Taylor advocated the establishment of inventive wage systems as a means of stimulating workers to higher performance.et al.

He reports that they will succeed in meeting this challenge only if they are motivated by deeply-held values and beliefs regarding the development of a shared vision. Studies on work motivation seem to confirm that it improves workers’ performance and satisfaction. values. Brown and Shepherd (1997) examine the characteristics of the work of teacher-librarians in four major categories: Knowledge base. or service best are given the opportunity to use their ideas to improve it. Company approval and toeing the company line have become so ingrained in some working environments that both the employee and the organization suffer. using more wisely the experience of its employees. The power to create motivates employees and benefits the organization in having a more flexible work force. When the power to create in the organization is pushed down from the top to line personnel. These improvements also create an openness to change that can give a company the ability to respond quickly to market changes and sustain a first mover advantage. and increasing the exchange of ideas and information among employees and departments. technical skills. Creativity and Innovation At many companies. managers. jayarantne. By sharing information. subordinates compete with one another. product. and Chess (1994) examine agency-influenced work and employment conditions and asses their impact on social workers’ job satisfaction. employees with creative ideas do not express them to management for fear that their input will be ignored or ridiculed. While Colvin (1998) shows that financial incentives will get people to do more of what they are doing. For example.more people running together will runners. Silverthorne (1996) investigates motivation and managerial styles in the private and public sector. and non-managers. The results indicate that there is a little difference between the motivation needs of public and private sector employees. Page 33 . Vinokur. employees who know a job. and beliefs.

Identify and take the actions that will motivate people. It’s a balancing act. Too often. left to their own devices. Do both well and thrive. The new approach is for transparency and providing an ongoing conversation with employees on how their performance has a direct effect on the organization's overall performance. will choose to do bad things. We’ve got employees who. How to Improve Employee Performance Employee performance reviews are typically the most dreaded task of managers. Employees should understand that the targets that are used in their performance evaluations are directly related to the company's overall goals. and involvement issues that are most important to people. Employee performance is the foundation for a business achieving it's larger goals. Page 34 . organizations fail to pay attention to the employee relations. The challenge at work is to create an environment in which people are motivated about work priorities. whatever they may be. recognition. Step 1 Demonstrate to employees that there is a connection between the individual's performance and the organization's performance goals. Employers walk a fine line between meeting the needs of the organization and its customers and meeting the needs of its internal staff. You can’t trust supervisors to treat employees fairly and consistently either. communication.Minimize Rules and Policies Every person is motivated. The first step in creating a motivating work environment is to stop taking actions that are guaranteed to demotivate people.

managers must become better at coaching and constructive communicating there desired goals and performance outcomes. Employee recognition Employee recognition is not just a nice thing to do for people. Companies may also rely on employee performance management software that will track goals and performance and be available for all to access. Step3 Ensure that there is complete transparency about how employee performance is measured and what the company's expectations are. you reinforce. It's important that employees understand and trust the performance review before they will buy-in to a new compensation plan. Roll out the employee performance standards and get feedback from stakeholders before taking on more. Step4 Don't make changes to employee performance systems too quickly. the actions and Page 35 . It can be difficult to measure if goals have been attained if there are no quantifiable metrics. It is difficult to change the performance review system and the connected reward or compensation system at the same time. Employee satisfaction will tend to grow when there is a performance management system in place that they understand and can review throughout the year.Step2 Train supervisors and managers on how manage employee performance. Employee recognition is a communication tool that reinforces and rewards the most important outcomes people create for your business. When you recognize people effectively. with your chosen means of recognition. Because of this. One way of doing this is increasing open communication between managers and their employees.

" are rarely effective. An effective employee recognition system is simple. You must address five important issues if you want the recognition you offer to be viewed as motivating and rewarding by your employees and important for the success of your organization. When you consider employee recognition processes.  All employees must be eligible for the recognition.  The recognition must supply the employer and employee with specific information about what behaviors or actions are being rewarded and recognized.behaviors you most want to see people repeat.  You don't want to design a process in which managers "select" the people to receive recognition. This type of process will be viewed forever as "favoritism" or talked about as "it's your turn to get recognized this month. Page 36 . The Five Most Important Tips for Effective Recognition You need to establish criteria for what performance or contribution constitutes rewardable behavior or actions. such as "Employee of the Month. and powerfully reinforcing. so the recognition reinforces behavior the employer wants to encourage. you need to develop recognition that is equally powerful for both the organization and the employee. immediate.  Anyone who then performs at the level or standard stated in the criteria receives the reward." This is why processes that single out an individual.  The recognition should occur as close to the performance of the actions as possible.

SECTOR PROFILE Page 37 .

which started in 1786. which almost immediately became the Bank of Bengal. This was one of the three presidency banks. which was established in 1863. The Allahabad Bank. as did their successors. BANKING IN INDIA Banking in India originated in the last decades first banks were The General Bank of India. upon India's independence. in the 1860s. HISTORY Indian merchants in [Calcutta] established the Union Bank in 1839. then a French colony. which originated in the Bank of Calcutta in June 1806. established in 1865 and still functioning today. both are now defunct. For many years the Presidency banks acted as quasi-central banks. Foreign banks too started to app. became the State Bank of India in 1955. The Comptoire d'Escompte de Paris opened a branch in Calcutta in 1860. followed. is the oldest Joint Stock bank in India. with some of its assets and liabilities being transferred to the Alliance Bank of Simla. particularly in Calcutta. branches in Madras and Pondicherry. the other two being the Bank of Bombay and the Bank of Madras. Calcutta was the most active Page 38 . and Bank of Hindustan.(Joint Stock Bank: A company that issues stock and requires shareholders to be held liable for the company's debt) It was not the first though. when it failed. The three banks merged in 1921 to form the Imperial Bank of India. The oldest bank in existence in India is the State Bank of India. which. and another in Bombay in 1862. which started in 1770. HSBC established itself in Bengal in 1869. and which survived until 1913. That honor belongs to the Bank of Upper India. all three of which were established under charters from the British East India Company. but it failed in 1848 as a consequence of the economic crisis of 1848-49.

" The period between 1906 and 1911. concentrated on financing foreign trade. Indians had established small banks. It failed in 1958. industrial and other infrastructure had improved. A number of banks established then have survived to the present such as Bank of India. Around five decades had elapsed since the Indian Mutiny. We are like some old fashioned sailing ship. the Indian economy was passing through a relative period of stability. established in 1881 in Faizabad. most of which served particular ethnic and religious communities. and so became a banking center. which has survived to the present and is now one of the largest banks in India. The Swadeshi movement inspired local businessmen and political figures to found banks of and for the Indian community. saw the establishment of banks inspired by the Swadeshi movement.trading port in India. Indian joint stock banks were generally under capitalized and lacked the experience and maturity to compete with the presidency and exchange banks. The presidency banks dominated banking in India but there were also some exchange banks and a number of Indian joint stock banks. established in Lahore in 1895. and the social. This segmentation let Lord Curzon to observe. Page 39 . mainly due to the trade of the British Empire. All these banks operated in different segments of the economy. The exchange banks. mostly owned by Europeans. The next was the Punjab National Bank. "In respect of banking it seems we are behind the times. Around the turn of the 20th Century. The first entirely Indian joint stock bank was the Oudh Commercial Bank. divided by solid wooden bulkheads into separate and cumbersome compartments.

1948 (RBI. India's independence marked the end of a regime of the Laissez-faire for the Indian banking. paralyzing banking activities for months. 1949 under the terms of the Reserve Bank of India (Transfer to Public Ownership) Act. The Government of India initiated measures to play an active role in the economic life of the nation. POST-INDEPENDENCE The partition of India in 1947 adversely impacted the economies of Punjab and West Bengal. During the First World War (1914–1918) through the end of the Second World War (1939–1945). and it took its toll with banks simply collapsing despite the Indian economy gaining indirect boost due to war-related economic activities. was established in April 1934. This resulted into greater involvement of the state in different segments of the economy including banking and finance. The major steps to regulate banking included: The Reserve Bank of India. Bank of Baroda.[1] Page 40 . Canara Bank and Central Bank of India. Indian Bank. but was nationalized on January 1. India's central banking authority. The fervour of Swadeshi movement lead to establishing of many private banks in Dakshina Kannada and Udupi district which were unified earlier and known by the name South Canara ( South Kanara ) district. 2005b). Four nationalised banks started in this district and also a leading private sector bank.Corporation Bank. Hence undivided Dakshina Kannada district is known as "Cradle of Indian Banking". and two years thereafter until the independence of India were challenging for Indian banking. and the Industrial Policy Resolution adopted by the government in 1948 envisaged a mixed economy. The years of the First World War were turbulent.

control. the Banking Regulation Act was enacted which empowered the Reserve Bank of India (RBI) "to regulate. The Banking Regulation Act also provided that no new bank or branch of an existing bank could be opened without a license from the SBI. Indira Gandhi. it had emerged as a large employer. The stated reason for the nationalization was to give the government more control of credit delivery. Thereafter. the Indian banking industry had become an important tool to facilitate the development of the Indian economy. the Government of Page 41 . At the same time. The Government of India issued an ordinance ('Banking Companies (Acquisition and Transfer of Undertakings) Ordinance. the Parliament passed the Banking Companies (Acquisition and Transfer of Undertaking) Bill. NATIONALISATION: Despite the provisions. expressed the intention of the Government of India in the annual conference of the All India Congress Meeting in a paper entitled "Stray thoughts on Bank Nationalisation. described the step as a "masterstroke of political sagacity. continued to be owned and operated by private persons. then Prime Minister of India. and it received the presidential approval on 9 August 1969. By the 1960s. Jayaprakash Narayan."[2] The meeting received the paper with enthusiasm. and no two banks could have common directors. a national leader of India. With the second dose of nationalization. and a debate had ensued about the nationalization of the banking industry." Within two weeks of the issue of the ordinance. control and regulations of Reserve Bank of India.In 1949. 1969')) and nationalised the 14 largest commercial banks with effect from the midnight of July 19. 1969. her move was swift and sudden. A second dose of nationalization of 6 more commercial banks followed in 1980. banks in India except the State Bank of India or SBI. and inspect the banks in India". These banks contained 85 percent of bank deposits in the country[2].

which later amalgamated with Oriental Bank of Commerce. government banks. which has seen rapid growth with strong contribution from all the three sectors of banks. in the year 1993. Page 42 . the then Narasimha Rao government embarked on a policy of liberalization. Axis Bank(earlier as UTI Bank). ICICI Bank and HDFC Bank. private banks and foreign banks. Later on. and included Global Trust Bank (the first of such new generation banks to be set up). This move. LIBERALIZATION In the early 1990s. revitalized the banking sector in India.at present it has gone up to 74% with some restrictions. the government merged New Bank of India with Punjab National Bank. These came to be known as New Generation tech-savvy banks. It was the only merger between nationalized banks and resulted in the reduction of the number of nationalised banks from 20 to 19. After this. closer to the average growth rate of the Indian economy. namely. licensing a small number of private banks.India controlled around 91% of the banking business of India. The next stage for the Indian banking has been set up with the proposed relaxation in the norms for Foreign Direct Investment. along with the rapid growth in the economy of India. the nationalised banks grew at a pace of around 4%. until the 1990s. where all Foreign Investors in banks may be given voting rights which could exceed the present cap of 10%.

COMPANY PROFILE Page 43 .

Our services include on-shore investment banking. A leader in Germany and Europe.The Asset  Best Bank in India 2008 . institutional equities broking.The Asset  Best Cash Management Specialist 2008 . institutional and individual clients.Asiamoney  Financial Express Award for Growth 2008 & 2007 . COMPANY PROFILE Deutsche Bank is a leading global investment bank with a strong and profitable private clients franchise. recognition of our performance has come in the form of various awards which include:  Best Sub-Custodian India 2009 .The Asset  Best Equity House in India 2008 .Financial Express Page 44 . With more than 78. Asia and key emerging markets.000 employees in over 70 countries worldwide. the Bank is continuously growing in North America.The Asset  Best Private Bank in India 2008 . retail banking and business processes outsourcing. Deutsche Bank in India is a fully integrated financial services provider to Indian corporate. The Bank competes to be the leading global provider of financial solutions for demanding clients creating exceptional value for its shareholders and people. Over the years. asset and private wealth management. Deutsche Bank offers unparalleled financial services throughout the world.

PRODUCTS AND SERVICES Page 45 .

attracts and develops talented individuals. we say it with more conviction. for the same reasons they look for it in people. It defines our attitude and will continue to do so. Visually. who we admire and who we’d like to work with. Today everyone looks for personality in business. It helps us decide who we trust. not just bottom- line results. with more passion. Our claim has always been much more than a marketing slogan or advertising strapline. in a new handwritten style. Strong brands evoke strong emotions. We do this with a unique mix of passion and precision. fosters teamwork and partnership and is sensitive to the society in which we operate. BRAND Deutsche is clear: we are here to perform – in business and beyond. This measured approach gives us the confidence to enable agile minds to look beyond the obvious.  We value our German roots and remain dedicated to our global presence. gaining advantage for everyone we work with. Page 46 . VISION  We aspire to be the leading client-centric global universal bank  We serve shareholders best by putting our clients first and by building a global network of balanced businesses underpinned by strong capital and liquidity. It carries an inclusive proposition: performance represents all that we do for our clients.  We commit to a culture that aligns risks and rewards.

‘Passion to Perform’ is more than just a claim – it is the way we do business.  That’s why to us at Deutsche.  We understand issues in depth. a desire for accuracy.  The pursuit of excellence is a cornerstone of who we are and underpins everything we do.  Based on our leadership and beliefs. This is why we keep things simple and clear. Precise  As a German global brand. we build social capital.  Our confidence makes us a reliable partner for people with ambitious goals – in business and beyond.  The unique mix of passion and precision is behind Deutsche’s stability and performance. OUR PERSONALITY Passionate  Our passion is the passion to perform – as one bank. thoroughness and quality runs through our organization. Confident  Our confidence is supported by our meritocratic tradition and culture. Page 47 .  The trust people place in us is based on our passion as individuals – we each make a difference.

 As we constantly challenge the status quo. We are open- minded and embrace change in a globalised world. product and service. adding value. building trust and commitments that endure Responsibility Acting today. we value the differences that make a difference. BANK’S PROMISE What our stakeholders can expect from our brand: Excellence In idea origination and execution.  We recognize innovation’s social value to gain advantage for everyone we work with. in advice. delivering one bank with all its resources and capabilities Relevant client solutions Understanding diverse client needs. demonstrating transparency and leadership Page 48 . agile minds are at the heart of all performance.Agile-minded  At Deutsche. thinking about tomorrow.

real-time market commentary. Deutsche Bank won six accolades at prestigious annual awards:  Best Corporate Bank in the magazine’s list of The World’s Best Banks 2012  Best Foreign Exchange Bank  World’s largest bank by assets  Best Interest Rate Derivatives Provider. The Financial News Awards for Excellence in Trading & Technology honour the most innovative and visionary players in the European trading and technology industry. Europe  Best FX Derivatives Provider. Europe Page 49 . The platform is the first ‘App-based’ electronic client offering in the financial services industry. charting applications. Europe  Best Credit Derivatives Provider. analytics and market data. An independent panel of 50 judges determine the awards. AWARDS Financial News – Awards for Excellence in Trading & Technology Financial News has awarded Deutsche Bank "Best Single Dealer FX Platform" in its Awards for Excellence in Trading & Technology. The FX trading platform is accessible through Deutsche Bank’s Autobahn App Market. It acts as a central access point to the bank’s full suite of electronic services as well as research. celebrating the Bank’s achievement of working across the spectrum in alternative trading platforms.

OBJECTIVES OF THE STUDY Page 50 .

 To suggest new techniques to motivate the employees to enhance their efficiency and productivity within the system. OBJECTIVES OF THE STUDY  To analyze the effect of reward system on motivational level of employees at Deutsche Bank. Page 51 .  To know the motivational technique used by Deutsche Bank.  To analyze the effectives of reward system in the bank.  To know the factors influencing the motivational level of employees.

RESEARCH METHODOLOGY Page 52 .

Any sound research must have a proper design to achieve the required result. a movement from the known to the unknown. RESEARCH METHODOLOGY MEANING OF RESEARCH “Research” includes any gathering of data. collecting. MEANING OF RESEARCH METHODOLOGY The word research methodology comes from the word “advance learners dictionary” meaning of research as a careful investigation or inquiry specially through search for new facts in any branch of knowledge for example some authors have defined research methodology as systematized effort to gain new knowledge. The term Research methodology is an academic activity and as such the term should be used in technical sense. Based on this. information and facts for the advancement of knowledge. Research must be systematic and follow a series of steps and a rigid standard protocol. Analysis of past data a helps the management of the company to plan its future polices according to the external environment. According to Clifford Woody research comprises defining and redefining problems. Page 53 . this study id constructed on the basis of descriptive design. Research Methodology can consider research as movement. organizing and evaluating data. These rules are broadly similar but may vary slightly between the different fields of science. study has been taken up financial analysis of the company. making deduction and reaching conclusions and then testing of the conclusion to determine whether they fit the in the formulating hypothesis. formulating hypothesis or suggested solutions.

TYPES OF RESEARCH Descriptive : Descriptive Research includes survey and fact finding enquiries of different kinds. TYPES & SOURCES OF DATA PRIMARY DATA SOURCES  Through interaction with respondents. when. RESEARCH DESIGN A research design is the arrangement of conditions for collection and analysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. by what means concerning an inquiry or research study constitute a research design. Decisions regarding what.In fact the research design is a conceptual structure within which the research is conducted It constitute the blue print for the collection. Conclusive because after conducting the study the researcher comes to a decision which is precise and rational. SECONDARY DATA SOURCES:  Through internet. measurement and analysis of data. various official site of the Company.  Journals & Magazine Page 54 . where. Research design is needed because it facilitates the smooth sailing of the various research operations thereby making research as efficient as possible yielding maximal information with minimal expenditure of effort. time and money. The study conducted is a conclusive descriptive statistical study.  Through pamphlets and brochures of the Company. how much.

Some of the software’s used for making this project will be Ms Word and Ms Excel. The respondents may be biased. The respondents were limited and cannot be treated as the whole population. Respondents are not willing to respond properly. 7. Convenient sampling is used because only those people were asked to fill the questionnaires who were easily accessible and available to the researcher. Page 55 .In this study both Primary and Secondary Data has been used. SAMPLE SIZE 100 respondents TOOLS OF ANALYSIS I have used Structured Questionnaire Method. Resources were limited. Lack of sufficient time to exhaust the detail study of the above topic became a hindering factor in my research. 5. Inspite of precautions taken there are certain procedural and technical limitations. 6. LIMITATIONS 1. The method used for sample technique was convenience sampling method. 2. SAMPLE DESIGN This project is special in nature and therefore method used for sample technique in convenient sampling method. The accuracy of indications given by the respondents may not be consider adequate 4. 3. This method was used because it was not know previously as to whether a particular person will be asked to fill the questionnaire.

DATA ANALYSIS & INTERPRETATION Page 56 .

Page 57 . 30% of the respondents have been working in Deutsche Bank from 10-15 years. Since how many years you have been working in Deutsche Bank? Options No. 48% of the respondent employees are working in Deutsche Bank for more than 15 years. of Respondents Percentage of Respondents 0-5 Years 2 4 5-10 Years 9 18 10-15 Years 15 30 More than 15 Years 24 48 Interpretation: 18% respondents who are working in Deutsche Bank have 5-10 years experience . DATA ANALYSIS & INTERPRETATION Q1.

Q2. Rate your level of satisfaction with the working culture of the organization? Options No. 34% of the respondents are neither satisfied nor dissatisfied with the working culture of the organization. Q3. Rate the statement “Top Management is interested in motivating the employees”? Page 58 . This shows overall employees are satisfied with working culture of the organization. of Percentage of Respondents Respondents Highly Satisfied 2 4 Satisfied 25 50 Average 17 34 Dissatisfied 4 8 Highly Dissatisfied 2 4 Interpretation: 50% of the respondents are satisfied with the working culture of the organization. Only 4% of the respondent employees are highly satisfied.

Options No. of Respondents Percentage of Respondents Strongly Agree 18 36 Agree 14 28 Neutral 13 26 Disagree 2 4 Strong Disagree 3 6 Interpretation: More than 60% of the respondent employees were agreed with the statement which shows that Top Management is interested in motivating the employees. Page 59 .

Ironically 40% of the respondents favoured appreciation letters for increasing their motivation level. of Respondents Percentage of Respondents Awards & Recognition 25 50 Promotion 05 10 Appreciation letters 20 40 Interpretation: 50% of the respondents say that awards and recognition motivates them more and only 10% of the respondents are motivated by promotions. Which type of rewards motivates you more ? Options No.Q4. Page 60 .

of Respondents Percentage of Respondents Highly Satisfied 16 32 Satisfied 30 60 Dissatisfied 0 0 Highly Dissatisfied 4 8 Interpretation: Most of the respondents are satisfied with the reward system of the organization. Only 32% of the respondents are satisfied with the incentives provided by organization.Q5. Page 61 . How far you are satisfied with the reward system of the Organization? Options No.

Please provide the following rates ? i.Q6. of Respondents Percentage of Respondents Strongly Agree 18 36 Agree 30 60 Neutral 0 0 Disagree 2 4 Strongly Disagree 0 0 Interpretation: Most of the respondents are satisfied with the non monetary reward system of the organization in motivating employees. Non Monetary Rewards system of the organization for motivating employees is good Options No. Page 62 .

Monetary Reward System of the organization for motivating employees is good. Options No. ii. of Respondents Percentage of Respondents Strongly Agree 36 72 Agree 10 20 Neutral 4 8 Disagree 0 0 Strongly Disagree 0 0 Interpretation: Most of the respondents were satisfied with the monetary reward system of the organization in motivating employees. Page 63 .

Page 64 .iii. of Respondents Percentage of Respondents Strongly Agree 4 8 Agree 25 50 Neutral 4 8 Disagree 13 26 Strongly Disagree 4 8 Interpretation: More than 50% of the respondents say that Deutsche Bank has effective promotional opportunities. Effective promotional opportunities in the Deutsche Bank Options No.

iv. Organization recognize and acknowledge your work.
Options No. of Respondents Percentage of Respondents
Strongly Agree 8 16
Agree 20 40
Neutral 14 28
Disagree 3 6
Strongly Disagree 5 10

Interpretation:
Most of the respondents say that organization Recognize and acknowledge their
work.

Page 65

v. Organizational Policies motivates for achieving its aims and objectives
Options No. of Respondents Percentage of Respondents
Strongly Agree 11 22
Agree 25 50
Neutral 12 24
Disagree 2 4
Strongly Disagree 0 0

Interpretation:
Most of the respondents say that Organizational policies motivates for achieving
its aims and objectives.

Page 66

Q7. Which of the following factors which motivates you most ?
Options No. of Respondents Percentage of Respondents
Salary Increase 18 36
Promotion 10 20
Leave 4 8
Motivational talks 6 12
Recognition 12 24

Interpretation:
36% of the respondents say that they were motivated by increase in salary, 20% of
the respondents were motivated by promotion, 8% of the respondents were
motivated by leave, 12% of the respondents of the respondents were motivated by
motivational talks and 24% of the respondents say that they were motivated by
recognition of their effort.
Q8. Do you think that reward and recognition schemes will influence your
performance?
Options No. of Respondents Percentage of Respondents
Page 67

Page 68 .Influence 36 72 Does not influence 4 8 No Opinion 10 20 Interpretation: Most of the respondents say that rewards and recognition system will influence their performance.

OBSERVATIONS & FINDINGS Page 69 .

Only 32% of the respondents are satisfied with the incentives provided by organization. 34% of the respondents are neither satisfied nor dissatisfied with the working culture of the organization.  Most of the respondents are satisfied with the reward system of the organization.  More than 60% of the respondent employees were agreed with the statement which shows that Top Management is interested in motivating the employees. This shows overall employees are satisfied with working culture of the organization. 30% of the respondents have been working in Deutsche Bank from 10-15 years. OBSERVATIONS & FINDINGS  18% respondents who are working in Deutsche Bank have 5-10 years experience .  50% of the respondents are satisfied with the working culture of the organization. Only 4% of the respondent employees are highly satisfied.  Most of the respondents are satisfied with the non monetary reward system of the organization in motivating employees.  More than 50% of the respondents say that Deutsche Bank has effective promotional opportunities. Ironically 40% of the respondents favoured appreciation letters for increasing their motivation level. Page 70 .  Most of the respondents say that organization Recognize and acknowledge their work. 48% of the respondent employees are working in Deutsche Bank for more than 15 years.  50% of the respondents say that awards and recognition motivates them more and only 10% of the respondents are motivated by promotions.  Most of the respondents were satisfied with the monetary reward system of the organization in motivating employees.

 36% of the respondents say that they were motivated by increase in salary. 8% of the respondents were motivated by leave.  Most of the respondents say that reward and recognition system will influence their performance. Page 71 . 20% of the respondents were motivated by promotion. 12% of the respondents of the respondents were motivated by motivational talks and 24% of the respondents say that they were motivated by recognition of their effort. Most of the respondents say that Organizational policies motivates for achieving its aims and objectives.

CONCLUSION & SUGGESTIONS Page 72 .

It was also found that organization recognize and acknowledge their work. Page 73 . Most of the respondents say that incentives and reward system will influence their performance. It was found that monetary and non monetary reward system of the bank is effective in motivating employees. Most of the respondents are satisfied with the reward system of the organization. CONCLUSION Topic of the project is effectiveness of rewards system on motivational level. Organizational policies motivates for achieving its aims and objectives. It was also found that Employees motivation level is high in Deutsche Bank. For this a survey of 50 employees was conducted using a closed ended questionnaire. Incentives and rewards.

SUGGESTIONS  Proper Recognition and attention must be given to the employees.  Performance benefits must be given to the employees.  Good Working Environment must be created to motivate employees.  Special programmes must be conducted to motivate Employees. Page 74 .  Employee Participation in management decision is also the most important factor for employee motivation hence it must be considered.  Non Monetary and monetary rewards must be given to the employees for motivating them.

BIBLIOGRAPHY Page 75 .

(1999): ‘Personal Management’ Himalaya Publication. New Delhi. C. Wayne F.db. New Delhi. New Delhi. Websites  www. New Delhi. 4 th Tata Mcgraw Hill.R.com Page 76 . Tata Mcgraw Hill. (1995) Managing Human Resources .  Robbins Stephen P. (1997) Human Resource and Personnel Management.B. (1997): ‘ Managing Human Resource’ Galgotia Publishing Ltd. New Delhi.  Kothari. Human Resources Management and Development.S.  Sainy H. Quality Publishing Company. REFERENCES Books:  Mamoria.  Casio.  Aswathapa K. C. Tata Mcgraw Hill. R. 3 rd Edition. (1987) The Management of Human Resource. (2000): ‘ Research Methodology’ Vishwa Prakashan. and Kumar Sharad.  Diwedi.C. New Delhi.

 ANNEXURE Page 77 .

Highly Dissatisfied Q3. 5-10 Years c. How far you are satisfied with the reward system of the Organization? a. Average d. Please provide the following rates ? i. Agree c. Strong Disagree Q4. Dissatisfied d. Awards & Recognition b. Satisfied c. Rate the statement “Top Management is interested in motivating the employees”? a. QUESTIONNAIRE Name Age : Address Sex : M / F Contact No. Promotion c. Strong Disagree Page 78 . Highly Dissatisfied Q6. Agree c. Strongly Agree b. Disagree e. More than 15 Years Q2. Dissatisfied e. Satisfied c. Strong Disagree ii. Strongly Agree b. 0-5 Years b. Neutral d. Non Monetary Rewards system of the organization for motivating employees is good a. a. 10-15 Years d. Agree c. Highly Satisfied b. Monetary Reward System of the organization for motivating employees is good. Designation Department Q1. Highly Satisfied b. Appreciation letters Q5. Neutral d. Strongly Agree b. Since how many years you have been working in Deutsche Bank? a. Rate your level of satisfaction with the working culture of the organization? a. Disagree e. Which type of rewards motivates you more ? a. Disagree e. Neutral d.

Strongly Agree b. Which of the following factors which motivates you most ? a. a. Strongly Agree b. Recognition Q8. No Opinion Page 79 . Effective promotional opportunities in the Deutsche Bank a. Disagree e. Agree c. Disagree e. Strong Disagree iv. Neutral d. Strong Disagree v.iii. Agree c. Salary Increase b. Motivational talks e. Neutral d. Organizational Policies motivates for achieving its aims and objectives a. Neutral d. Agree c. Does not influence c. Disagree e. Influence b. Do you think that reward system and incentives will influence your performance ? a. Promotion c. Strong Disagree Q7. Organization recognize and acknowledge your work. Leave d. Strongly Agree b.

• ANNEAURE Page 80 .