ON Understanding Motivation and its impact on Employees Satisfaction in B.H.E.L.

Submitted for the partial fulfillment of the degree in

PREFACE

A major concern of every manager should be to contribute, positively towards the achievement of the organi ation!s objectives" #rgani ational effectiveness if often e$uated with the managerial efficiency" As a manager, you can ensure #rgani ational effectiveness only by guaranteeing the full utili ation of human resources available, through the individual employees under full guidance" %ence, the need for monitoring and measuring the performance of employees is inevitable"

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EXECUTIVE SUMMARY
'otivation is important to organi ations in terms of both performance and manpower retention" 'otivation plays a vital role in an organi ation!s development it is li(e an additive in the fuel that increases the efficiency of the fuel to its pea(" )imilarly, motivation enhances the development of the organi ation by appreciable levels" *t provides an e+tra energy simultaneously the speed of the development" ,e can get wonderful results through motivation

When employees are motivated they contrib te innovative ideas and the or!ani"ation s cceeds as a #hole$

To ma%imi"e the per&ormance o& the individ al and yieldin! ma% pro&it to the or!ani"ation$

'otivation plays a very important role on organi ation, the following are the benefits that an organi ation can have-. *t leads to increase the respect for the individuals" *mproving aggressiveness" *ncreasing organi ation!s net *ncome *ncreases speed of the development /here will be reduction in time of production ultimately giving rise to low cost of production etc"

C#1/E1/
C'A(TER)*
*ntroduction Company profile #bjective and rationale of the study An overview of understanding motivation and its impact on employees satisfaction""

C'A(TER)+
2iterature review Research 'ethodology Research 3esign Research /ools Collection4Compilation of data 2imitations of the study

C'A(TER),
3ata Analysis and *nterpretation

C'A(TER) Conclusion 5uestionnaire )uggestions and recommendations

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 7ibliography

I.TR/0UCTI/. /1 T'E STU0Y

/he basic objective of the present study is 89nderstanding 'otivation and its impact on Employees )atisfaction"2 Following fundamental objective have been identified as the sub. objectives of the study-.

1" %ow to enhance employee morale towards job" &" %ow to reduce absenteeism and increase organi ation!s turnover" 0" %ow to judge different motivational level of employee which is bended towards his behavior" 6" %ow to treat comple+ situation of organi ation culture which demand productivity and $uality in the overall function of organi ation" :" Applying systematic approach to comple+ human behavior which differentiates their personalities on their own traits" ;" /o find the satisfaction level of the employees and what they feel about the e+ceptions rewarded practices" <" /o study the identity of the employee with the organi ation as a whole"

Company pro&ile
3'E4 is the largest engineering and manufacturing enterprise in *ndia in the energy. related4infrastructure sector, today" 3'E4 was established more than 6= years ago, ushering in the indigenous %eavy Electrical E$uipment industry in *ndia . a dream that has been more than reali ed with a well.recogni ed trac( record of performance" /he company has been earning profits continuously since 1><1.<& and paying dividends since 1><;.<<" 3'E4 manufactures over 1?= products under 0= major product groups and caters to core sectors of the *ndian Economy vi ", Power @eneration A /ransmission, *ndustry, /ransportation, /elecommunication, Renewable Energy, etc" /he wide networ( of 3'E4Bs 16 manufacturing divisions, four Power )ector regional centres, over 1== project sites, eight service centres and 1? regional offices, enables the Company to promptly serve its customers and provide them with suitable products, systems and services .. efficiently and at competitive prices" /he high level of $uality A reliability of its products is due to the emphasis on design, engineering and manufacturing to international standards by ac$uiring and adapting some of the best technologies from leading companies in the world, together with technologies developed in its own RA3 centres" 3'E4 has ac$uired certifications to 5uality 'anagement )ystems C*)# >==1D, Environmental 'anagement )ystems C*)# 16==1D and #ccupational %ealth A )afety 'anagement )ystems C#%)A) 1?==1D and is also well on its journey towards /otal 5uality 'anagement" *nstalled e$uipments for over >==== ', of power generationEfor utilities, captive and industrial users" )upplied over &&:=== 'FA transformer capacity and other e$uipment operating in /ransmission and 3istribution networ( upto 6==GFCAC A 3CD )upplied over &:=== motors with 3rive Control )ystem to Power Projects, Petrochemicals, Refineries, )teel, Aluminium, Fertili er, Cement Plants, etc"

)upplied /raction Electrics and AC43C locos to power over 1&=== (ms Railway networ("

)upplied over one million Falves to Power Plants and other *ndustries"

3'E4Bs operations are organised around three business sectors, namely (o#er, Ind stry . including /ransmission, /ransportation, /elecommunication A Renewable Energy . and /verseas 3 siness" /his enables 3'E4 to have a strong customer orientation, to be sensitive to his needs and respond $uic(ly to the changes in the mar(et" /he greatest strength of 3'E4 is its highly s(illed and committed 6&,;== employees" Every employee is given an e$ual opportunity to develop himself and grow in his career" Continuous training and retraining, career planning, a positive wor( culture and participative style of managementH All these have engendered development of a committed and motivated wor(force setting new benchmar(s in terms of productivity, $uality and responsiveness" /o remain competitive and meet customersB e+pectations, 7%E2 lays great emphasis on the continuous upgradation of products and related technologies, and development of new products" 3'E4Bs commitment to advancement of technology is reflected in its involvement in the development of futuristic technologies li(e fuel cells and superconducting generators" 3'E4Bs investment in RA3 is amongst the largest in the corporate sector in *ndia" Products developed in. house during the last five years contributed about <I to the revenues in &==:.=;" /owards meeting its 5uality Policy, 3'E4 is using the vehicle of 5uality 'anagement )ystems, which are certified to *)# >==1-&=== series of )tandards by *nternationally acclaimed certifying agency, 7F5*" Corporate 5uality and 9nit level 5uality structure enables re$uisite planning, control and implementation of Company.wide 5uality Policy and #bjectives which are lin(ed to the CompanyBs Fision statement" Corporate 5uality derives strength from direct reporting to Chairman and 'anaging 3irector of the Company" #ther than traditional 5uality functions, today the focus is on"

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Propagating 5uality 'anagement )ystems and /otal 5uality 'anagement" Formulating, implementing and monitoring, J*mprovement PlansJ with focus on internal and e+ternal Customer )atisfaction" *nvestigations and preventive actions on Critical 5uality *ssues" Calibration and testing laboratories of 3'E4 are accredited under the 1ational Accreditation 7oard for Calibration and /esting 2aboratories C1A72D scheme of 2aboratory Accreditation, which has got mutual recognition with Asia Pacific 2aboratory Accreditation Conference and *nternational 2aboratory Accreditation Conference" As a result of its thrust on $uality and technology, 3'E4 enjoys national and international recognition in the form of (rod ct Certi&ication by *nternational 7odies li(e A)'E, AP* etc" and Plant Approvals by agencies li(e 2loyds Register of )hipping, 9"G", Chief Controller of E+plosives *ndia, /9F @ermany, etc"

*n its movement towards 7usiness E+cellence and with the objective of achieving *nternational level of 5uality, 3'E4 has adopted European Foundation for 5uality 'anagement CEF5'D model for 7usiness E+cellence" /hrough this model and annual self.assessment e+ercise, 3'E4 is institutionalising continuous improvement in all its operations"

(/WER Air Preheaters 7oilers Control Relay Panels Fabric Filters @as /urbines %ydro Power Plant Piping )ystems Pulveri ers Pumps )eamless )teel /ubes )oot 7lowers )team @enerators )team /urbines /urbogenerators Falves

TRA.SMISSI/. 7ushings Capacitors Control Relay Panel 3ry./ype /ransformers Energy 'eters %F3C /ransmission )ystem *nsulators )witchgears Power )emiconductor 3evices Power )ystem )tudies Control )hunt Reactor

I.0USTRY Capacitors Ceralin Compressors 3esalination Plants 3iesel @enerating )ets *ndustrial 'otors @as /urbines #il Field E$uipment )olar Photovoltaics )oothlowers )teel Castings )team @enerators )team /urbines /urbogeanarators Falves

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TRA.S(/RTATI/. Electric Rolling )toc( Electrics for Rolling )toc( Electrics for 9rban /ransportation )ystem

./.)C/.VE.TI/.A4 S/URCE 'ini4'icro %ydro )ets )olar 2anterns )olar Photovoltaics )olar ,ater %eating )ystems ,ind Electric @enerators

R 5 0 (R/0UCTS Fuel Cells )urface Coatings Automated )torage And Retrivals 2oad )ensors /ransparent Conducting #+ide

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3$'$E$4$ AT A 64A.CE

R pees 7In Million8 +99:)9; T rnover Val e Added Employee 7.os$8 (ro&it 3e&ore Ta% (ro&it A&ter Ta% 0ividend 0ividend Ta% Retained Earnin!s Total Assets .et Worth Total 3orro#in!s 0ebt > E? ity (er Share 7in R pees8 > ) .et #orth ) Earnin!s ) 0ividend 1<>":K 6>"0K &&="1 :?"6 &&"; 1?"6 1?<0> <1?& 6&1&6 0<0; &61: ;== >0 1<&& &&&?= ?<?? ?> ="=1 +99;)9< &16=1 ?0&0 60;0; 660= &?:> <6; 1&< 1>?; &>0:& 1=<<6 >: ="=1 C'A.6E 7=8 16"& 1:"> 0"; 1?"; 1?"6 &6"6 0;"? 1:"0 01"< &&"; ;"0 ="=

7US @ in million8 T rnover (ro&it 3e&ore Ta% (ro&it A&ter Ta% Conversion Rates 7Rates as on ,*st March8 > * US @ A Rs$ -,$*- &or +99:)9; * US @ A Rs$ ,B$-B &or +99;)9< 6066 ?;; :;= :61> 11&& <&6 &6"? &>": &>"0

11

C'AIRMA. 5 MA.A6I.6 0IRECT/R

Shri C$ Ravi C mar Chairman 5 Mana!in! 0irector and 0irector 7(o#er8 7harat %eavy Electricals 2imited J7%E2 %ouseJ, )iri Fort, 1ew 3elhi.11= =6>" Phone 1o" . =11.&;==1==1 (ART TIME /11ICIA4 0IRECT/RS

0r$ S raDit MitraE IAS Additional )ecretary 'inistry of %eavy *ndustries A Public Enterprises 3eptt" of %eavy *ndustry, 9dyog 7havan, 1ew 3elhi.11==11" Phone 1o" . =11.&0=;1?:? C#D (ART TIME ./.)/11ICIA4 0IRECT/RS

0r$ S tan 3eh ria Additional )ecretary A Financial Adviser, 'inistry of Commerce, 9dyog 7hawan, 1ew 3elhi. 11= =11" Phone 1o" . =11.&0=;0&1: C#D

Shri Madh Far E.11:, )ector.:&, 1oida.&=10=1 Phone 1o" . =1&=.6&;:11: C#D

Shri S$ Ravi Ravi Rajan A Co" Chartered Accountants 3.6, Rectangle.1, 3istt" Centre, )a(et, 1ew 3elhi.11==1< Phone 1o" . =11.6=:6??;=4;1 C#D

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1U.CTI/.A4 0IRECT/RS

Shri C$ S$ Verma 0irector 71inance8 7harat %eavy Electricals 2imited J7%E2 %ouseJ, )iri Fort, 1ew 3elhi . 11==6> Phone 1o" . =11.&;==1==:

Shri Anil Sachdev 3irector C%RD 7harat %eavy Electricals 2imited J7%E2 %ouseJ, )iri Fort, 1ew 3elhi . 11==6> Phone 1o" . =11.&;==1==0

Shri 3$($ Rao 0irector 7IS 5 (8 7harat %eavy Electricals 2imited *ntegrated #ffice Comple+, 2odhi Road 1ew 3elhi .11===0 Phone 1o" . =11.&60;;==; C/M(A.Y SECRETARY I$ ($ Sin!h Company Secretary 7harat %eavy Electricals 2imited 87%E2 %ouseL )iri Fort, 1ew 3elhi M 11= =6> Phone 1o"- =11.&;==1=6;

10

3$'$E$4$ E%pected per&ormance &or the year +99B)*9

6ross sales7T rnover87Rs$ Million8 6ross Mar!in7Rs$ Million8 (30IT Million8 6ross Mar!in to 6ross 3locF 7=8 6ross (ro&it to Capital Employed7at year end 87=8 .et (ro&it to .et Worth7at year end87=8 Added Val e to 6ross Sales7=8 to Total Employment7Rs$

,*9E999 :-E+;9 *$,<-

B,$;G G9$**

+-$;9 *:$B*

Further , a stretch /urnover target of Rs" 0&=,=== 'illion has been fi+ed under 8E+cellentL rating" *n addition, a large number of 3ynamic Parameters, )ector )pecific and Enterprise specific parameters covering areas such as *mprovement in Customer )atisfaction *nde+, %uman Resource 'anagement, Employees satisfaction survey, /imely Completion of Projects under 'oderni ation and E+pansion, Achievement of 3elivery *nde+ of on time 3eliveries in Customer Projects, Engineering and RA3, @lobali ation, through entry into new mar(et segment, Corporate )ocial Responsibilities and Environmental *mprovements Projects have been identified with specific targets for each of them to be achieved during the year"

7"%"E"2" mainly recruits Engineer /rainees, )upervisor /rainees and Artisans, where vacancies for these positions are sanctioned" #nce vacancies are sanctioned, the recruitment for these 16

positions is conducted according to the process which will be described in detail in open advertisement issued" Nou may loo( out for advertisements in employment news also at this website, where it will also be hosted when listed" %owever, some broad features are given below1" For the positions of M aD Engineer /rainees bD )upervisor /rainees 1ormally, above two recruitments are centrally conducted for various units of 7"%"E"2" and detailed advertisements containing no" of vacancies, job specification, selection, etc"is published in Employment 1ews and hosted on 7"%"E"2 website" Oob )pecifications aD For Engineer /rainees. Full time regular 7achelor!s 3egree in Engineering or /echnology from a recogni ed *ndian university institute in the relevant disciplines with ;=I minimum mar(s" bD For )upervisors /rainees. Full time regular diploma in Engineering in the relevant disciplines with minimum ;=I mar(s in the aggregate of mar(s of all years4mar(s" &D For the positions of Artisans. /he recruitment for these positions is conducted by concerned units only, whenever vacancies are sanctioned to them"

A. /VERVIEW /1 M/TIVATI/.
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'otivation deals with the ways that people behave" 'anagers want wor(ers to wor( efficiently and effectively, but the same nature of the wor( may be such that wor(ers don!t want to do at all"

'otivation may be defined as those forces that cause individuals to behave in a particular ways" 'otivation encompasses all those pressures and influences that trigger, channel and sustain human behaviour"'anagers, by definitions, are re$uired to wor( with and through people, so they must ac$uire at least some understanding to the forces that will motivate the people they are to manage" ,or(ers are comple+, and they are uni$uely different"

Assuming that a manager!s primary tas( is to motivate others to perform the tas( of the employing organi ation at high levels, the managers must find the motivation factors that will get subordinates to come to wor( regularly and on time, to wor( hard, and to ma(e positive contributions toward the effective and efficient achievement of organi ational objectives" Froom has proposed that wor( performance depends on motivation as well as wor(er ability and environmental conditions"

/bDective o& Motivation

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/he purpose of motivation is to create conditions in which people are willing to wor( with eal, initiative, interest and enthusiasm with a high personal and group moral satisfaction, with a sense of responsibility, loyalty and discipline and with a pride and confidence in a most cohesive manner so that goals of an organi ation are achieved effectively" 'otivational techni$ue is utili ed to stimulate employee growth" Clarence Francs indicated this when he was the chairperson of the @eneral Food" %e said 8Nou can buy a man!s time, you can buy a man!s physical presence at given placeP you can even buy a measured number of s(illed motions per hour or day- but you cannot buy devotion of heart, mind and soul" Nou have to earn these things" *f a manager wants to get wor( done by his employees he can either hold out a promise or a reward for them for doing wor( in a better or improved way or he may constrain them, by instilling fear in them or by using force to do the desired wor(" *n other words, he may utili e positive or negative motivation" 7oth these type s are widely used by management" A positive motivation involves the possibility of increased motive satisfaction, while negative motivation involves the possibility of decreased motive satisfaction"

(ositive or Incentive Motivation

*t is generally based upon the reward" According to Flippo, 8Positive motivation is a process of attempting to influence others to do your will through the possibility of gain or rewardL" People wor( for incentives in the form of four P!s of motivation- Praise, Prestige, Promotion and PayMche$ue" *ncentive motivation is the pull mechanism"

.e!ative or 1ear Motivation

*t is based upon the force and fear" Fear caused persons to act in certain way because they are afraid of the conse$uences if they do not" *f wor(ers 1<

do not wor( they are threaten with lay off or demotion" *n other words, Fear motivation is push mechanism" 1egative motivation has certain limitationP through its use, only the minimum of effort is put into to avoid punishment" 'oreover the imposition of punishment fre$uently results is frustration among those punished, leading to the development of maladaptive behavior" 'oreover, it may result in lower productivity because it tends to dissipate such human assets as loyalty, co.operation and spirit the corps$ *n spite of the demerits, negative motivation has been used to achieve the desired behavior as in case of a brea( down panic or the riot" /here is no management, which has not used the negative motivation at some time or the other" %owever, in recent years the trend has been towards the use of positive motivation"

E%trinsic Motivation
*t is concerned with the e+ternal motivation which employees enjoy. pay, promotion, status, fringe benefits, retirement plans, health insurance scheme, holidays and vacation" 7y and large, these motivators are associate with financial rewards"

Intrinsic Motivation
/his is concerned with the feeling of having accomplished something worthwhile i" e" /he satisfaction one gets after doing one!s wor( well" Praise, responsibility, recognition, esteem, status, competition and participation are e+amples of such motivation"

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Modern Theories o& WorF Motivation

/hese theory stresses that man should have control over his wor( environment" %e can be motivated if he is given more responsibilities and tas( is made more e+citing and challenging" *mportant theories are-.

*$ Maslo#Hs need priority model +$ 'ert"ber!Hs t#o &actors theory

A8$ Maslo#Hs .eed (riority Theory

Abraham %" 'aslow, an eminent American psychologist developed a general theory of motivation, (nown as the .eed 'ierarchy Theory$ According to this theory there are five categories of human needs" /hey are as follows-. %ierarchy of 1eeds #ne of the many interesting things 'aslow noticed while he wor(ed with mon(eys early in his career was that some needs ta(e precedence over others" For e+ample, if you are hungry and thirsty, you will tend to try to ta(e care of the thirst first" After all, you can do without food for wee(s, but you can only do without water for a couple of daysQ /hirst is a 8strongerL need than hunger" 2i(ewise, if you are very thirsty, but someone has put a cho(e hold on you and you

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can!t breathe, which is more importantH /he need to breathe, of course" #n the other hand, se+ is less powerful than any of these" 2et!s face it, you won!t die if you don!t get itQ

'aslow too( this idea and created his now famous hierarchy o& needs" 7eyond the details of air, water, food, and se+, he laid out five broader layers- the physiological needs, the needs for safety and security, the needs for love and belonging, the needs for esteem, and the need to actuali e the self, in that order"

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*$The physiolo!ical needs$

/hese include the needs we have for o+ygen, water, protein, salt, sugar, calcium, and other minerals and vitamins" /hey also include the need to maintain a p% balance Cgetting too acidic or base will (ill youD and temperature C>?"; or near to itD" Also, there!s the needs to be active, to rest, to sleep, to get rid of wastes CC#&, sweat, urine, and fecesD, to avoid pain, and to have se+" 5uite a collectionQ 'aslow believed, and research supports him, that these are in fact individual needs, and that a lac( of, say, vitamin C, will lead to a very specific hunger for things which have in the past provided that vitamin C .. e"g" orange juice" * guess the cravings that some pregnant women have, and the way in which babies eat the most foul tasting baby food, support the idea anecdotally"

+$ The sa&ety and sec rity needs$

,hen the physiological needs are largely ta(en care of, this second layer of needs comes into play" Nou will become increasingly interested in finding safe circumstances, stability, protection" Nou might develop a need for structure, for order, some limits" 2oo(ing at it negatively, you become concerned, not with needs li(e hunger and thirst, but with your fears and an+ieties" *n the ordinary American adult, this set of needs manifest themselves in the form of our urges to have a home in a safe neighborhood, a little job security and a nest egg, a good retirement plan and a bit of insurance, and so on"

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,$ The love and belon!in! needs$

,hen physiological needs and safety needs are, by and large, ta(en care of, a third layer starts to show up" Nou begin to feel the need for friends, a sweetheart, children, affectionate relationships in general, even a sense of community" 2oo(ed at negatively, you become increasing susceptible to loneliness and social an+ieties" *n our day.to.day life, we e+hibit these needs in our desires to marry, have a family, be a part of a community, a member of a church, a brother in the fraternity, a part of a gang or a bowling club" *t is also a part of what we loo( for in a career"

-$ The esteem needs$

1e+t, we begin to loo( for a little self.esteem" 'aslow noted two versions of esteem needs, a lower one and a higher one" /he lower one is the need for the respect of others, the need for status, fame, glory, recognition, attention, reputation, appreciation, dignity, even dominance" /he higher form involves the need for self.respect, including such feelings as confidence, competence, achievement, mastery, independence, and freedom" 1ote that this is the 8higherL form because, unli(e the respect of others, once you have self.respect, it!s a lot harder to loseQ /he negative version of these needs is low self.esteem and inferiority comple+es" 'aslow felt that Adler was really onto something when he proposed that these were at the roots of many, if not most, of our psychological problems" *n modern countries, most of us have what we need in regard to our physiological and safety needs" ,e, more often than not, have $uite a bit of love and belonging, too" *t!s a little respect that often seems so very hard to getQ

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All of the preceding four levels he calls de&icit needs, or 0)needs" *f you don!t have enough of something .. i"e" you have a deficit .. you feel the need" 7ut if you get all you need, you feel nothing at allQ *n other words, they cease to be motivating" As the old blues song goes, 8you don!t miss your water till your well runs dryQL

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%e also tal(s about these levels in terms of homeostasis" %omeostasis is the principle by which your furnace thermostat operates- ,hen it gets too cold, it switches the heat onP ,hen it gets too hot, it switches the heat off" *n the same way, your body, when it lac(s a certain substance, develops a hunger for itP ,hen it gets enough of it, then the hunger stops" 'aslow simply e+tends the homeostatic principle to needs, such as safety, belonging, and esteem, that we don!t ordinarily thin( of in these terms" 'aslow sees all these needs as essentially survival needs" Even love and esteem are needed for the maintenance of health" %e says we all have these needs built in to us genetically, li(e instincts" *n fact, he calls them instinctoid .. instinct.li(e .. needs" *n terms of overall development, we move through these levels a bit li(e stages" As newborns, our focus Cif not our entire set of needsD is on the physiological" )oon, we begin to recogni e that we need to be safe" )oon after that, we crave attention and affection" A bit later, we loo( for self.esteem" 'ind you, this is in the first couple of yearsQ 9nder stressful conditions, or when survival is threatened, we can 8regressL to a lower need level" ,hen you great career falls flat, you might see( out a little attention" ,hen your family ups and leaves you, it seems that love is again all you ever wanted" ,hen you face chapter eleven after a long and happy life, you suddenly can!t thin( of anything e+cept money" /hese things can occur on a society.wide basis as well- ,hen society suddenly flounders, people start clamoring for a strong leader to ta(e over and ma(e things right" ,hen the bombs

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start falling, they loo( for safety" ,hen the food stops coming into the stores, their needs become even more basic" 'aslow suggested that we can as( people for their 8philosophy o& the & t reL .. what would their ideal life or world be li(e .. and get significant information as to what needs they do or do not have covered" *f you have significant problems along your development .. a period of e+treme insecurity or hunger as a child, or the loss of a family member through death or divorce, or significant neglect or abuse .. you may 8fi+ateL on that set of needs for the rest of your life"

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/his is 'aslow!s understanding of neurosis" Perhaps you went through a war as a (id" 1ow you have everything your heart needs .. yet you still find yourself obsessing over having enough money and (eeping the pantry well.stoc(ed" #r perhaps your parents divorced when you were young" 1ow you have a wonderful spouse .. yet you get insanely jealous or worry constantly that they are going to leave you because you are not 8good enoughL for them" Nou get the picture"

G$ Sel&)act ali"ation
/he last level is a bit different" 'aslow has used a variety of terms to refer to this level- %e has called it !ro#th motivation Cin contrast to deficit motivationD, bein! needs Cor 3)needs, in contrast to 3.needsD, and sel&)act ali"ation" /hese are needs that do not involve balance or homeostasis" #nce engaged, they continue to be felt" *n fact, they are li(ely to become stronger as we 8feedL themQ /hey involve the continuous desire to fulfill potentials, to 8be all that you can be"L /hey are a matter of becoming the most complete, the fullest, 8youL .. hence the term, self.actuali ation" 1ow, in (eeping with his theory up to this point, if you want to be truly self.actuali ing, you need to have your lower needs ta(en care of, at least to a considerable e+tent" /his ma(es sense*f you are hungry, you are scrambling to get foodP *f you are unsafe, you have to be continuously on guardP *f you are isolated and unloved, you have to satisfy that needP *f you

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have a low sense of self.esteem, you have to be defensive or compensate" ,hen lower needs are unmet, you can!t fully devote yourself to fulfilling your potentials" *t isn!t surprising, then, the world being as difficult as it is, that only a small percentage of the world!s population is truly, predominantly, self.actuali ing" 'aslow at one point suggested only about two percentQ /he $uestion becomes, of course, what e+actly does 'aslow mean by self.actuali ation" /o answer that, we need to loo( at the (ind of people he called self.actuali ers" Fortunately, he did this for us, using a $ualitative method called bio!raphical analysis" %e began by pic(ing out a group of people, some historical figures, some people he (new, whom he felt clearly met the standard of self.actuali ation" *ncluded in this august group were Abraham 2incoln, /homas Oefferson, Albert Einstein, Eleanor Roosevelt, Oane Adams, ,illiam Oames, Albert )chweit er, 7enedict )pino a, and Alduous %u+ley, plus 1& unnamed people who were alive at the time 'aslow did his research" %e then loo(ed at their biographies, writings, the acts and words of those he (new personally, and so on" From these sources, he developed a list of $ualities that seemed characteristic of these people, as opposed to the great mass of us" /hese people were reality)centered, which means they could differentiate what is fa(e and dishonest from what is real and genuine" /hey were problem)centered, meaning they treated life!s difficulties as problems demanding solutions, not as personal troubles to be railed at or surrendered to" And they had a di&&erent perception o& means and ends" /hey felt that the

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ends don!t necessarily justify the means, that the means could be ends themselves, and that the means .. the journey .. was often more important than the ends" /he self.actuali ers also had a different way of relating to others" First, they enjoyed solit de, and were comfortable being alone" And they enjoyed deeper personal relations with a few

close friends and family members, rather than more shallow relationships with many people" /hey enjoyed a tonomy, a relative independence from physical and social needs" And they resisted enc lt ration, that is, they were not susceptible to social pressure to be Jwell adjustedJ or to Jfit inJ .. they were, in fact, nonconformists in the best sense" /hey had an nhostile sense o& h mor .. preferring to jo(e at their own e+pense, or at the human condition, and never directing their humor at others" /hey had a $uality he called acceptance o& sel& and others, by which he meant that these people would be more li(ely to ta(e you as you are than try to change you into what they thought you should be" /his same acceptance applied to their attitudes towards themselves- *f some $uality of theirs wasn!t harmful, they let it be, even enjoying it as a personal $uir(" #n the other hand, they were often strongly motivated to change negative $ualities in themselves that could be changed" Along with this comes spontaneity and simplicity- /hey preferred being themselves rather than being pretentious or artificial" *n fact, for all their nonconformity, he found that they tended to be conventional on the surface, just where less self.actuali ing nonconformists tend to be the most dramatic" Further, they had a sense of h mility and respect towards others .. something 'aslow also called democratic values .. meaning that they were open to ethnic and individual variety, even

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treasuring it" /hey had a $uality 'aslow called h man Finship or Gemeinschaftsgefhl -social interest, compassion, humanity" And this was accompanied by a stron! ethics, which was spiritual but seldom conventionally religious in nature" And these people had a certain &reshness o& appreciation, an ability to see things, even ordinary things, with wonder" Along with this comes their ability to be creative, inventive, and original" And, finally, these people tended to have more peaF e%periences than the average person" A pea( e+perience is one that ta(es you out of yourself, that ma(es you feel very tiny, or very large, to some e+tent one with life or nature or @od" *t gives you a feeling of being a part of the infinite and the eternal" /hese e+periences tend to leave their mar( on a person, change them for the better, and many people actively see( them out" /hey are also called mystical e+periences, and are an important part of many religious and philosophical traditions" 'aslow doesn!t thin( that self.actuali ers are perfect, of course" /here were several flaws or imper&ections he discovered along the way as well- First, they often suffered considerable an+iety and guilt .. but realistic an+iety and guilt, rather than misplaced or neurotic versions" )ome of them were absentminded and overly (ind" And finally, some of them had une+pected moments of ruthlessness, surgical coldness, and loss of humor" /wo other points he ma(es about these self.actuali ers- /heir values were JnaturalJ and seemed to flow effortlessly from their personalities" And they appeared to transcend many of the dichotomies others accept as being undeniable, such as the differences between the spiritual and the physical, the selfish and the unselfish, and the masculine and the feminine

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38$ T#o 1actor Theory

*n the late fifties, Fredric( %ert berg and his associates conducted interviews of &== engineers and accountants" /hese persons were as(ed to relate the elements of their jobs, which made them happy or unhappy" An analysis of their answered revealed that the feeling of unhappiness or dissatisfaction was in which people were wor(ing" #n the contrary, feeling of happiness and satisfaction related to other jobs"

According to %ert berg, maintenance or hygiene factors are necessary to maintain a reasonable level of satisfaction among employees" /hese factors do not provide satisfaction to the employees but their absence will dissatisfy them" /hey are e+trinsic to the job i"e" they are environmental factors" #n the other hand, motivational factors are intrinsic parts of the job"

Any increase in these factors will satisfy the employees and help to improve performance"

%ert berg identified following factors as 'aintenance and 'otivating factors-.

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Maintenance 1actors

Motivatin! 1actors

Company policy and administration

Achievement

/echnical supervision

Recognition

*nterpersonal relationship with the supervisor

Advancement

*nterpersonal relationship with the subordinates #pportunity for growth )alary Responsibility

Oob )ecurity

,or( itself

Personal life ........ ,or(ing conditions ........

T'E C/.CE(T /1 EM(4/YEE M/TIVATI/.

01

The concept o& employee motivation is not at all a new idea" *t has been around as long
as there have been employees and employers" ,hile the concept itself is not new, new research and awareness have made new aspects of employee motivation not only a possibility, but a reality in the world today" *t was not at all uncommon in the past for an employer to offer some system of rewards and privileges as a means of employee motivation" Recent thin(ing however has given way to the fact that this process may actually alienate other wor(ers who, for whatever reason, may not be as capable in a particular field or endeavor" 9ltimately, the belief was that this was actually contrary to effective employee motivation and in reality, decreased employee productivity" )ince the main idea behind employee motivation is to increase wor(er productivity, this was seen as very limited in scope and detrimental in the long run regarding employer.employee relations" Recent beliefs and ideas have introduced new concepts to the field of employee motivation" #ne of the most common 8newL areas of growth in the area of employee motivation is through the use of wor( teams"

This concept o& employee motivation had its major start in the aerospace industry" *t
allowed a group of dedicated employees to focus together as a team on any given project" /his idea of employee motivation wor(ed especially well since it allowed for creative input from a

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number of employees without restricting the thought of any single person or alienating any one employee in particular" ,hen the projects went well, the employees were celebrated as a group or as a team, offering employee motivation to the whole group instead of to any one individual" /his concept of employee motivation has since evolved and become common in many fields of study" /here are a number of seminars offered which are specifically designed and promoted as a means to offer not only employee motivation, but to create an atmosphere of team wor( that is surprisingly beneficial to wor(er productivity"

EM(4/YEE M/TIVATI/.> A CRITICA4 EXAMI.ATI/.

)ince the age of the *ndustrial Revolution, psychologist and social scientists have been trying to decode this e+tremely complicated specimen called the BemployeeB" ,hat ma(es the employee 00

motivated to wor( hardH *s it moneyH *s it social statusH /ill today, there is no clear consensus on what motivates employees" /his subject continues to baffle analysts as more and more data is generated on employee motivation" /here have been several studies done to understand motivation" )ome of the leading motivation theories focus on employees as a social being with a comple+ set of needs" )ome of these needs are tangible material needs" 7ut most other needs are intangible, abstract, or illusionary" 3oes that mean we can ignore the intangibles and focus only on material benefitsH

Role o& Money In employee Motivation

*t is said that money ma(es the mare go" )ome researchers believe that money solves most employee needs as it meets tangible and intangible re$uirements" 'oney meets basic physiological needs and other needs such as social status, recognition, power, and lifestyle" /he fatter the paychec(, the higher are the levels of motivation #ther e+perts deny the influence of money on motivation levels" After a certain level, money and all material benefits fail to motivate individuals" Employees see( job satisfaction, personal growth, self worth, recognition, and e+cellence, in addition to money" ,hat we need to understand is the underlying principle behind employee motivation" *t is clear from the motivation theories that intrinsically the employee is capable of competent wor(" People may have generic needs or specific needs, but they definitely have needs" ,hile the basic employee needs remain the same in every organi ation, specific employee needs vary from company to company" *t is therefore important for organi ations to recogni e the nature of employee needs in their organi ation and wor( towards fulfillment of these needs"

06

S pervisorHs Role and Motivational Models

)upervisor and management for that purpose have the responsibility to assess the motives and needs of the wor(ers to decide that how best they can be fulfilled" Each individual must be analy ed separately to discover his motives" #bservation, written attitude, interviews, assessment of previous goals and other possible sources of need information may be reviewed" %owever, it is very difficult to answer the $uestion 8,hat motivate peopleHL 'any factors may be listed li(e money, good wor(ing environment, challenging wor(, responsibility, praise for good wor(, the communication system and an opportunity for growth A advancement" /here may be several other factors but probably the means for meeting theses needs can be used to motivate the employees" %owever, motivation may be wea( or strong depending upon the incentive offered by the employer, which releases wor(ers ability and potential in relation to his needs"

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R les &or Usin! (ositive Rein&orcement

/o effectively use PR on the job certain rules or procedure must be followed" 9sing reward to modify the behavior of the people would seem to follow the logic of common sense" 1evertheless, it is a speciali ed procedure re$uiring systematic approach" /ypically, a behavioral consultant is called to design a behavior mod program and train supervisor on how to do the program" 3espite these procedure statements if you have a genuine interest in the welfare of the people you can learn to ma(e a productive use of PR from the standpoint of the person being motivated"

*$ An Appropriate Re#ard M st be Used

'ost motivational theory point to the idea, that the way to motivate the people is to use a reward that is meaningful to each particular person" *f you were a status hungry technician you might wor( hard just for the opportunity to have a par(ing space just near the engineering chief!s par(ing space" People display individual difference with respect to which reward will satisfy which basic need" For e+ample money may not be a right reward for the person with a large family inheritance" 3espite this individual difference, a

couple of illustrative general statements are in order" /he need for self.fulfillment or self. actuali ation receiving a favorable performance appraisal challenging wor( assignment or promotion"

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+$ Re#ard sho ld Vary With The Si"e /& The Contrib tion
Nour boss is unli(ely to do an effective job of motivating you, if all your co.wor(ers have received a same si e of reward" *f you have made a substantial progress in reducing the production of defective parts, you should receive more recognition than some body else"

,$ 3e!inners Sho ld 3e Re#arded &or .ay E&&ort They MaFe In The Ri!ht 0irection
Nou have begin somewhere for ma(ing improvement" Assume that your des( is so messy that you lose some important files" Nour boss is not obsessed with the orderliness, but he recogni es that you sloppy wor( habits interfering with your productivity, using PR approach, your boss should reward you whenever he comes across your clean and orderly des(" For e+ample if you boss notices that you no longer (eep old coffee cups on your des(, he might comment 8 * can already see an improvement in your wor( area, (eep up the progressL Although this process sounds elementary, shaping of behavior towards a planned objective increases the probability that you will ma(e bigger changes in near future"

-$ Yo Sho ld 3e Re#arded /ccasionally When Yo 0o The Ri!ht Thin!

*ntermittent reinforcement is more important than continuous reinforcement for sustaining the right behavior" *f you wor(ed as a shoe store manager it might be

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rewarding to you if on an occasional visit to store your boss told you everything loo(ed just fine (eep this up and you will a difference in your salary" *f you boss gives, the same pep tal( every wee( the reward would lose its impact" #f worse conse$uences, you might come to depend on the reward to perform good wor("

:" Yo Sho ld 6et Yo Re#ard I icFly A&ter 0oin! The Ri!ht Thin!
Assuming that money motivated you, you would be more li(ely to wor( hard if hard wor( led to $uic( cash" *f were selling financial investments you would tend to (eep on prospecting much more readily if you receive your commission every month rather than after every si+ months"

:$ Yo 'ave To Cno# What 'as To 3e 0one To 6et Re#arded

Nou need some (ind of feedbac( device in your wor( to set" Nou (new when you have done a good job" *f you were a good $uality control technician, it would be helpful for your boss to tell you 8 * will see to it that are promoted to senior technician provided you decrease customer returns on a product say R by 1: percent over the ne+t four months" #ne of the many reason that a bas(etball game so motivational is that the path to a reward is clear.cut" A player can readily see that pitting the ball through the hoop, a reward will be forthcoming" Feedbac( is immediate in these circumstances"

;$ Yo 'ave To Cno# When Yo Are 6oin! Wron!

*f your boss patiently tells you what you are doing wrong, you will (now what needs to be done to get rewarded" )uppose a secretary is filing too many documents under the miscellaneous file" /he secretary must be told that this act would result in to time

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wastage if a particular file needs to be searched" Nour system needs to be more efficient" /he purpose of a filing system is to be able to find information $uic(ly when you need it"

<$ Yo Sho ld Receive A Realist Re#ard

An effective reward tends to commensurate with the constructive behavior" )uppose your boss is trying to get you to be more assertive with the customers" ,hen you do behave more assertively, you should be rewarded with encouragement of a reasonable sort" Nour boss would be overdoing praise if he or she says that he thin( that could become a great sales representative in the region" )uch encouragement would lose their importance because the praise is not genuine"

Motivation thro !h Employees (articipation

Another major strategy for increasing the motivation of employees is to allow them to participate in decisions affecting themselves and their wor(" People tend to better motivated when they participate in decision ma(ing because they become involved in the matter" For e+ample if it was your suggestion to purchase a particular machine for the office" Nou probably be well motivated to use that machine" %ere practical conse$uences of this participation are often increased employee motivation and productivity"

'andsome Wa!es 5 Salary

#ne of the most important techni$ues of motivation is an appropriate wages and salary given to the employee" /his must be in accordance to their job"

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4ate Sittin! Allo#ance

3uring the course of study it was found that employees do get such allowances" /his derives them to sacrifice their e+tra time to earn e+tra money"

0ress Code
/heir e+ists dress code for wor(er of the level of peon, driver and coo(" /he company is providing dress, which includes two pair of uniforms with shoes for summer and two pair of suits with bla er for winters"

Maternity 4eave
A female wor(er in this organi ation gets three month maternity leave"

EWS
Company has a scheme of E,) CEconomic ,ea(er )ectionD under which people earning less than Rs" 16== per month can apply for the loan at a very nominal rate of interest"

Special (arties
Company from time to time organi es various poojas and function and all the wor(er are also involved in it" /his undoubtedly gives rise to a feeling of belongingness and hence the employees feel motivated"

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AppraisalE (raise or Reco!nition

,hen an employee does his wor( well he naturally wants it to be praised and recogni ed by his boss and fellow.wor(er" Company ta(es special care in this regard to motivate the employees"

Respect 1or the Individ als (ersonal Ri!hts

Company has given the right to communicate their ideas and suggestions to their superior freely" 1ot only this, if the suggestion are valuable then a reasonable amount of credit and publicity is given to the person" *n addition to this their superior gives regular guidance and advice to them"

WorFin! Conditions
,or(ing condition in the company is most appropriate" /he number of staff and the facilities given are appreciable" /he atmosphere in which the employees wor( is very friendly and rela+ing"

Motivational Techni? e
/hese techni$ues are utili ed to stimulate employee!s growth" /he purpose of the motivation is to develop an environment in which people wor( with eal and enthusiasm"

Sel&)Motivation
/he urge or desire that should come from within the person e+ists in the company" /he employees believe in themselves that they are capable of performing the given tas( smartly and efficiency arrive from within the individual not from someone else"

61

Top 4evel Mana!ement

#ne of the most important techni$ues of the motivation is 8/o 7e an E+ampleL" /his can be very clearly seen in this organi ation" /he bosses, the top.level management sets an e+ample in front of the employees" /his is a very crucial techni$ue in motivation"

Incentive Motivation
An incentive or reward can be anything that attracts wor(ers and stimulates them to wor(" ,hen $uestion comes of incentive motivation the answer can not said to be perfect but satisfactory" *t is said that people wor( for incentive for four Ps which are as follows-.

*$ (raise
/he first motivator Praise e+ists to a considerable e+tent in the organi ation under study" A word of praise is being given and employee feels li(e doing the ne+t tas( with higher eal"

+$ (resti!e
All employees are being given the environment of earning and maintaining self.respect" All wor(er. whether lower cadre or higher cadre M are given importance"

,$ (romotion
/he employees are promoted on the regular basis" /he promotion is generally not based upon e+perience but on wor( done"

-$ (ay)Che? e
/here is no direct motivator such as pay.chec(" /he salary is commensurate with the ability"

6&

Motivation Theories And Models

/he problem of motivating employees has been engaging he attention of management ever since the organi ed activities started" 3uring the last seven decades numerous e+pert, thin(ers and theorist have studied different aspects and theories of organi ational behavior and individual interaction, which have a bearing on motivation" #wing to certain limitation only a few important ones has been discussed here" /he theories can be classified under two groups-. /raditional /heories 'odern /heories

Traditional theories o& WorF Motivation

Among these the most important are &ear and p nishment theory and carrot and sticF theory

1ear and ( nishment Theory

/he approach involves the use of coercion and threat close supervision and tight control of behavior" /he approach was authoritarian and military in tones and individual has no option but to either be up to standard or leave the job" *t was based on neither ma(e reply nor reason why but do or die"

Re#ard 7So&t or WeaF8 Theory

/his approach involves the offer of some reward and good wor(ing conditions to motivate people" *t is based upon the assumption that people are motivated to the e+tent to which they are rewarded" Frederic /aylor is said to the organi ation of this theory" 7ut there are 60

difficulties in this approach" People continuously e+pect more, but they give less and less" Flippo found that satisfied people were not necessarily highly motivated to )tic( to the high output moreover they often became $uic(ly disenchanted and rebellious if the employers could not continue to increase the wages and benefits to (eep pace with their ever increasing e+pectation"

Carrot and SticF Approach

/his approach assumes that people can be motivated to wor( if rewards are #ffered or withheld" Employees are rewarded for their special accomplishments but are penali ed if their performance falls below some 'inimal level"

66

T'E 4I.C 3ETWEE. M/TIVATI/. A.0 I../VATI/.

'anagers who are aggressive about eliciting the ideas of their staff find that getting everyone involved in the effort to improve the operation has an incredible multiplier effect on the rapidity of the change process and the commitment of employees to those changes" /o do this, managers need to foster a climate of openness that gets employees engaged in the process of innovation and organi ational renewal" /his article outlines five practices which, implemented together, represent an integrated approach to innovation and employee motivation that has proven to be very effective in the government conte+t"

*$ 6et to Cno# Every Employee

*t is virtually impossible for a mid.level manager to motivate his4her employees without getting to (now them" ,henever starting a new job, all managers should ma(e a point of having a one. on.one meeting with each member of their staff" 'anagers who do not (now what ma(es each employee tic( will find it very difficult to motivate them" )imilarly, if the manager does not (now an employeeBs strengths, he will be unli(ely to find the right role for them" /hese one.on. one sessions are a great opportunity to encourage employees to contribute their ideas"

+$ Challen!e them to improve the /peration

6:

#ne way for managers to ma(e it clear that they welcome input and suggestions is to give each employee a clear mandate in their wor( re$uirements to ta(e a hard loo( at the whole operation and ma(e recommendations for improvements" /hese sets down a mar(er that all employees are e+pected to contribute their ideas" *t is e$ually important to comment on each employeeBs efforts in this area at evaluation time"

,$ JC stomer &or a 0ayJ

Another mechanism manager can use to elicit suggestions is to have each employee be JCustomer for a 3ay"J *n offices that have customers, whether they be internal or e+ternal, it can be $uite enlightening to loo( at the operation from the clientBs point of view" /he most engaged and creative employees Ci"e" the J'aster )ergeant RomerosJ of the operationD will probably identify a long list of things that can be improved to ma(e the customerBs e+perience more comfortable, transparent and efficient" At a minimum, the e+perience will sensiti e employees to any hardships e+perienced by the customer"

-$ The 6reat Idea A#ard

*t is also important to find a way to reward or recogni e employees whose suggestions help improve the operation" #ne option is to establish a @reat *dea Award and give the recipient a customi ed certificate" #ther options could be to give them a logo item, a cash award or even a day off Cdepending both on what the parent agency permits and what the employee values mostD"

6;

'anagers at agencies that offer cash awards to employees who ma(e money.saving suggestions should find out the procedures and use that mechanism whenever appropriate"

G$ 0onKt 1or!et the Implementation

A crucial part of this whole e$uation is the actual implementation of the great ideas generated by employees" ,ithout follow.through, the organi ation simply ends up with a long list of unused suggestions.and a lot of frustrated employees" /o the e+tent possible, managers should put the person who suggested a great idea in charge of the actual implementation" /he initiator of an innovative idea usually has a sense of ownership and is highly motivated to see their suggestion put into effect" /hose managers who try to ta(e the lead on all new initiatives will find themselves overwor(ed and unable to accomplish everything they would li(e" 7y delegating the implementation, the managers can give their employees a terrific developmental opportunity, with the manager just needing to provide guidance and support" These are D st a &e# s !!ested methods &or enco ra!in! employees to contrib te their ideas &or improvin! their or!ani"ation$ Implemented on their o#nE each o& these practices #o ld have limited impact$ The Fey is to se a m lti&aceted approach that contin ally rein&orces the &act that employeesK ideas are #elcomeE val edE and re#arded$ It #o ld be a#esome to see ho# m ch an or!ani"ationKs e&&ectiveness co ld be improved i& all mana!ers #ere to systematically seeF o t and implement these Finds o& s !!estions &rom &ront)line employees$

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1/UR ESSE.TIA4S 1/R M/TIVATI.6 EM(4/YEES I. C'A.6I.6 E.VIR/.ME.T

*$ (rovide meanin! and p rpose in #orF
Employees need to have a reason for their organi ation!s e+istence that e+tends beyond the year!s end profit"

+$3e #orF &riendly

*ts a little wonder that a (ey to motivating employees is being wor( life friendly " *t means wor(ing with employees in a genuine effort to be fle+ible "

,$ Share the re#ards

Employees today want to share in the financial rewards of what they produce and they want to be compensated for the value they deliver not the hours they invest "

-$ /pen the booFs

*f you want to motivate employees one has to $uit (eeping secrets " #ne has to open the boo(s ofaD Financial and business education bD *nformation sharing

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*9

WAYS

T/

M/TIVATE

Y/UR

EM(4/YEES

WIT'/UT RAISI.6 T'EIR (AY

*t is a costly mista(e to get lost in the false theory that more money e$uals happy employees" 7elieving this is costing you valuable time, revenue, employees"""and even threatening your own job" Cash will always be a major factor in motivating people and a solid compensation plan is critical to attracting and (eeping (ey personnel" 7ut the (ey is that additional cash is not always the only answer and in many cases not even the best answer" /oo many bonus or commission chec(s get cashed, spent and forgotten just that $uic(ly" @rocery stores and gasoline stations are among the necessary stops that seem to get in the way of using your e+tra cash on something special for you" #ne alternative to giving commissions or bonus dollars is to give gifts through a catalog point system" /he company you choose will provide you with catalogs, price sheets and point chec(s at no charge" /he structure for your bonus plan can remain the same but instead of awarding cash to your employees you award e$uivalent points" /hose points may then be used to purchase an enormous variety of gifts or travel plans from the catalog"

6>

/he stimulation involved is long.lasting" *t begins with the employee being able to browse the catalog choosing what they will strive to earn" /he catalog acts as a tangible reminder of their goal" /he gift itself will last as evidence of their achievements" ,henever * have implemented this program, the employees are overwhelmingly in favor of the point system as opposed to cash" /his type of program is very popular with employees because they purchase things they would never normally have the JmoneyJ to afford"

With solid compensation in placeE letKs looF at non)monetary motivation$$$*9 steps to s ccess"
*$ Reco!nitionLAttention$

,hen your employees accomplish something they have achieved something" Nour recognition is appreciation for that achievement" * believe that most managers donBt give enough recognition because they donBt get enough" /herefore, it doesnBt come natural to do it" *f this applies to you, you need to drop this e+cuse li(e a bad habitQ 7ecome a giverQ 2oo( at the price" Recognition is freeQ

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+$ Appla se$

A form of recognition yes, but a very specific form" Physically applaud your people by giving them a round of applause for specific achievements" ,hereH ,henH /he answer is wherever and whenever" At meetings or company.sponsored social gatherings, a luncheon, or in the office" At the end of a shift, before a shift, and whenever possible in the middle of a shift" 9sing pla$ues or trophies is another effective way of applauding your people" Although Jwooden applauseJ is often successfully used in the form of Employee of the 'onth pla$ues, more creative ideas are sorely underutili ed" ,$ /ne)on)/ne Coachin!.

Coaching is employee development" Nour only cost is time" /ime means you care" And remember your people donBt care how much you (now""" until they (now how much you care" ,henever the emphasis is on positive feedbac(, * ma(e sure to do this coaching in Jpublic"J ,henever you recogni e and encourage people in Jpublic,J it acts as a natural stimulant for others who are close enough to see or hear whatBs ta(ing place" -$ Trainin!$

*s training ever finishedH Can you possibly overstrainH 1# and 1#" For whatever reasons, too many people feel J'y people have already been trainedJ or J*Bve got good people"""they only need a little training"J 7ut training never ends" )chedule Jtune. upJ training sessions" /hese

:1

should be led by you or by a supervisor with help from specific employees who show a particular strength in the s(ills taught" G$ Career (ath$

Nour employees need to (now what is potentially ahead for them, what opportunities there are for growth" /his issue is a sometimes forgotten ingredient as to the importance it plays in the overall motivation of people" )et career paths within your organi ation" 3o you promote from withinH * hope you can answer yes to that" Although specific circumstances re$uire you to loo( for talent outside your company you should always first consider internal personnel" *f you do this you are sending a very positive message to every one that there are indeed further career opportunities within your organi ation" :$ Mob Titles$

,hen you tal( about job titles you are tapping the self.esteem of people" %ow someone feels about the way they are perceived in the wor(force is a critical component to overall attitude and morale" Picture a social gathering that includes some of your staff" /he subject of wor( inevitably comes up" ,ill your people be proud, or embarrassed, to share their title and wor(placeH /he importance of feeling proud of who you are and what you do is monumental" 7e creative as you thin( of possibilities for titles" %ave your staff come up with ideas giving them input into the titles" 7ottom line, you are dealing with pride"""and pride enhances a positive attitude"""and a positive attitude is the foundation for continuing success"

:&

;$ 6ood WorF Environment.

A recent industry study shows just how inaccurate your results can be" Employers were as(ed to ran( what they thought motivated their people and then employees were as(ed to ran( what really did motivate them" Employers felt Jwor(ing conditionsJ was a nine Cor ne+t to lastD in terms of importance" ,hat did the employees sayH 1umber twoQ ,or(ing conditions are very important to the way employees feel about where they wor(" Cosmetically, does your office loo( niceH Are there pictures on the walls, plants and fresh paint among other features that generally ma(e people feel good about their environmentH 3oes their wor( space have enough room or are they cramped in a Jsardine canHJ ,hat about furnitureH *s the des( the right si e, chair comfortableH *s there file space and do they have the miscellaneous office supplies needed for ma+imum performanceH *s the temperature regulated properly so they donBt feel theyBre in the Ama on jungle one minute and the 1orth Pole the ne+tH <$ /n)the)Spot (raise$

/his too is associated with recognition but the (ey here is timing" ,hen there is a reason for praising someone donBt put it off for any reasonQ Promptness e$uals effectiveness" Praise people when the achievement is fresh on everyoneBs mind" ,hat is effective is for us to get off our (eisters and go out and tell whoever it is what a great presentation it was or applaud them for the sale"""praise them promptly for what they

:0

accomplished or achievedQ 3onBt allow time to creep in and snatch away any ounce of the positive impact that praise can have when it is delivered promptly" B$ 4eadership Roles.

@ive your people leadership roles to reward their performance and also to help you identify future promo table people" 'ost people are stimulated by leadership roles even in spot appearances" For e+ample, when visitors come to your wor(place use this opportunity to allow an employee to ta(e the role of visitors guide" A great place to hand out leadership roles is to allow your people to lead brief meetings" 9tili e your employeesB strengths and s(ills by setting up Jtune upJ training sessions and let one of your employees lead the training" /he best time to do this is when new people start" #r, assign a meeting leader after someone has attended an outside seminar or wor(shop" %ave them lead a post show, briefing the other employees regarding seminar content and highlights" %ave your employees help you lead a project team to improve internal processes"

*9$ Team Spirit.

%ave a picture ta(en on your entire staff Cincluding youQD, have it enlarged and hang it in a visible spot" 'ost people li(e to physically see themselves as part of a group or team"

:6

,hen running contests in your area, try to create contests and affiliated activity that are team driven" People driving to reach goals together definitely enhance team spirit solely because they must lean upon others and be prepared to be leaned on" #ne very effective idea for me has been building a collage of creative ideas with the J/eamJ theme" All employees are responsible for submitting a phrase referring to /EA' on a wee(ly rotation" Each of these ideas Csuch as /EA'- /otal Enthusiasm of All 'embers or /here is no * in /eamD is placed on a wall, creating a collage of /eam.oriented phrases" 3onBt have one person responsible for this"""do it as a team"

::

4ITERATURE REVIEW
*$ NMore Companies Select Manhattan AssociatesK 4abor Mana!ement Sol tion to 4o#er Costs and Increase (rod ctivity in the S pply Chain$ 3 siness Wire M ne :E +99:
A/2A1/A .. %elping the ,or(force *ncrease Efficiency Can /ranslate into *ncreased )atisfaction for Employees and Customers 2eading supply chain solutions provider, 'anhattan Associates, *nc" C1A)3A5'A1%D, sees growing interest in the 2abor 'anagement component of its integrated )upply Chain )olutions as more companies e+amine operational costs to ma+imi e revenue and reali e that the wor(force is a potential source for significant savings" According to a recent A'R Research report, typical gains from labor management software include a rise in productivity of up to &=I or more for warehouse operationsC1D" 'anhattan Associates wor(s with companies loo(ing to improve supply chain performance and motivate employees through the implementation of its 2abor 'anagement solution"

+$ A3A Contact Centre Con&erence> Accelerate the path to pro&itability thro !h #orld)class practices A3A 3anF MarFetin! E Man)1ebE +99,
S 'a+imi e your investment in people and technology S )tretch from service to sales and thrive in any economy S 1etwor( with your peers to learn practical and profitable techni$ues S Participate in a FREE bonus wor(shop" A7A Contact Center Conference :;

*n todayBs environment of limited resources, it is more important than ever to increase the efficiency and effectiveness of your contact center" 7uilding customer loyalty and employee satisfaction are the (eys to your success" 'a+imi ing your investment in people and technology through superior leadership and motivation is essential" At the A7A Contact Center Conference, learn these and other essential practices from the e+perts in the financial services arena"

,$ /ne more time> #hat motivates people Modern Machine Shop E MayE *BB, by William M$ 0or!anE III
All behavior is goal.directed" Employees wor( because they want to achieve something meaningful to themselves" /he tas( of management is to help employees achieve their objectives through the attainment of organi ational goals" 1o easy tas(Q 3ifferent employees have different objectives and no two employees will respond in e+actly the same way to any particular reward for doing good wor(" /here are two types of rewardsS S *nternal..)ense of fulfillment, increased self.esteem, achievement, satisfaction" E+ternal..Praise, recognition, money, advancement"

*nternal rewards come from doing the wor(" E+ternal rewards come from others" 7oth are essential to promote repeated good performance" 'ost organi ations do a flawed job with both types" Employees often find themselves doing repetitive tas(s, and so are unli(ely to feel a sense of achievement" ,or( is assigned without concern for the employeeBs sense of self.fulfillment from doing the wor(" For many employees, doing the wor( provides little opportunity for internal rewards"

-$Employee Motivation ) The G Master Ceys &or S ccess 'o# to b ild employee motivation by creatin! an environment that re#ards e%cellence at every level$$$

:<

7y OP 'aroney, CE# Employee motivation is a mystery for many managers" 7ut, it doesnBt have to be"

*nstead, understanding how motivation impacts employee performance, and understanding how to use motivation to improve performance can be reduced to five master (eys" #rgani ations desiring to improve employee motivation need a system in place that consistently rewards employee achievements" *Bm always surprised how few organi ations have such a system" /he five (ey employee motivation factors include- satis&actionE appreciationE reco!nitionE inspiration and compensation

G$ Employee satis&action leads to c stomer service ) Employee Relations 'R Ma!a"ine E .ovE *BB+ by .eville C$ TompFins
Rero+Bs $uest for customer satisfaction led to greater employee satisfaction" *n the late 1>?=s, Rero+ too( a close loo( at offshore competition, their competitive position, business performance and customer satisfaction" /hey discovered a direct lin( between customer satisfaction and business performance" ,ithout customer satisfaction, they decided business performance would not thrive" JRero+ had to have a highly motivated and satisfied wor(force if we were to achieve our goal of 1== percent customer satisfaction,J says Anne '" 'ulcahy, director of human resource operations for Rero+Bs corporate office" J#ur wor(force then became a (ey source of competitive advantage,J she says"

;" Employee Satis&action Is

Cey To Company S ccess

By: Robin Thompson, MS/TRS

8*f * ta(e care of my people, they will ta(e care of the customer,L says 'a+ine /urner owner of the )alt 2a(e City based catering service, Cuisine 9nlimited" /ruer words have never been spo(en" Net every day we hear about organi ations focusing on getting new business
:?

while ignoring the needs of their own staff" As a panel of three successful )alt 2a(e City business women shared their successful approaches to owning a thriving business at a recent 1ational Association of ,omen 7usiness #wners meeting, one common theme emerged E many of their victories were achieved by creating a committed team"

;$ Motivatin! Employees Thro !h 6ames At WorF

%ow can a group of strangers show up on a bas(etball court for a pic(.up game and within an hour assemble themselves into a winning teamH %ow can your staff wor( together for years and often fail to achieve the simplest goalsH %ow can a group of strangers show up on a bas(etball court for a pic(.up game and within an hour assemble themselves into a winning teamH %ow can your staff wor( together for years and often fail to achieve the simplest goalsH ,hat accounts for the fact that people will enthusiastically endure sweaty, heart. pounding wor(.outs, propel themselves down icy mountain slopes on two narrow blades of wood, or run around for hours in circles on a hot soccer field, but feel compelled to deliver mediocre performances in the wor(placeH

<$ The E&&ects o& Mob Enrichment on Employee Satis&actionE MotivationE InvolvementE and (er&ormance> A 1ield E%periment
Christopher /rpen 3epartment of Psychology, 9niversity of the ,itwatersrand, 1, Oan )muts Avenue, Oohannesburg &==1, )outh Africa" /he effect of job enrichment on employee responses was investigated in a field e+periment conducted in a federal agency among clerical employees, who were randomly assigned to either an enriched or unenriched condition" *n the enriched condition, a systematic attempt was made to increase the e+tent to which the jobs of the employees possessed each of the dimensions of s(ill variety, tas( identity, tas(
:>

significance, autonomy, and feedbac(" *n the unenriched condition, the employees performed their original duties and tas(s" After a ;.month e+perimental period, the effect of enrichment was e+amined" /he results showed that- C1D Employees in the enriched condition perceived their jobs as more enriched than beforeP C&D enrichment caused significant increases in employee job satisfaction, job involvement, and internal motivationP C0D enrichment led to significant decreases in absenteeism and turnoverP but C6D enrichment had little impact on performance,

;=

Research Methodolo!y
Research designs that are used in the study are as follows-.

*$ E%ploratory research 0esi!n

/he purpose of an e+ploratory research is a systematic research is primarily to understand and develop hypothesis to cover all possible outcomes" A thorough e+ploratory research lays the foundation of a good research design, which would satisfy the research objectives" )ometimes e+ploratory research itself may be enough to solve the problem"

+$ Concl sive Research

*n contrast to the e+ploratory research, which is, systematic collection of the information needed its analysis and finding as per the research objectives conclusive research follows e+ploratory research" A large number of observations were possible to achieve" /he results were valid and reliable" /he study is properly structured such that no misinterpretation of data is allowed"

;1

Method o& 0ata Collection

/he data was collected through primary source through records and discussions with the concerned authority and top level management and middle4lower level management and from employees wor(ing in the organi ation with the help of $uestionnaire method" /he respondents who were provided a set of structured $uestion filled the $uestionnaire and feedbac( was obtained by personally administering the discussion on $uestion by respondent" 5uestionnaire method is very versatile almost every problem can be approached by this method" Gnowledge, opinion, motivation and intent are usually not open to observation" 'ultiple.choice $uestion were introduced as they are faster to administer" /hey lend themselves to analysis using various statistical techni$ues" /hey are not prone to interviewer bias"

Samplin! Method
/he sample design includes the following-.

*$ The Samplin! Unit

/he sampling unit consists of the employees wor(ing at the top.level, middle.level and lower level management in the organi ation"

+$ The selection o& Sample Item

/he method used in the present study was non.probability method" *n this method every item in the universe does not have a (nown chance of being included in the sample" /hus selection process is partly subjective"

;&

,$ The Sample Si"e

/he sample si e in the project was ta(en as 1= employees wor(ing at the top.level management and &: employees wor(ing at the middle and 0= at lower level management in the organi ation" /he systematic sampling procedure was preferred in the preparation of this project because of the following reasons-.

*$ Economy o& Times

*t re$uires less time to ma(e the study"

+$ Minimi"ation o& Errors

)ystematic sample reduces the chances of mista(es and errors"

,$ Acc racy o& Res lts

/he results obtained were comparatively more accurate and precise" 7y using systematic sampling with this sample si e, it was easy to administer the $uestionnaire" /he $uestionnaire easy to understand and accept and more accurate results were obtained which were valid under most of the circumstances"

;0

Use and importance o& st dy

1irst, motivated employees are always loo(ing for the better way to do a job " /his statement can apply for corporate strategists and production wor(ers who are loo(ing for better ways to do a job "when people actively see( new ways of doing things, they usually find them" *t is the responsibilities of managers to ma(e employees loo( for better ways of doing job"

Second, a motivated employee generally is more $uality oriented" this is true whether we are tal(ing about a top manager sending e+tra time for data gathering and analysis for a report, or a cler( tal(ing e+tra care when filing more important documents "in either case, the organi ations benefits, because individuals in and outside the organi ation see the enterprise as $uality conscious" A clear understanding of the way motivation wor(s a manager ma(e his employee $uality oriented"

ThirdE hi!hly motivated wor(ers are more productive than apathetic wor(ers" 'uch has been written recently about the high productivity of Oapanese wor(ers and the fact that fewer wor(ers are needed to produce an automobile in Oapan than else where" /he high productivity of Oapanese wor(ers is attributable to many reasons, but motivation is the main factor"

;6

1o rth, every organi ation re$uires human resources, in addition to the need for financial and physical resources for it to function" /hree behavioural dimensions of human resources are significant to the organi ationC1D People must be attracted not only to join the the organi ation but also to remain in itP C&D People must perform the tas(s for which they are hired, and must do so in some dependable mannerP C0D People must go beyond this dependable role performance and engage in some form of creative, spontaneous, and innovative behaviour at wor(" *n other words, for an organi ation to be effective, it must come to grips with the motivational problems of stimulating both the decision to participate and the decision to produce at wor("

&i&th, 'otivation as a concept represents a highly comple+ phenomenon that affects, and is affected by, multitude of factors in the organisational milieu" A comprehensive understanding of the way in which organisations functions re$uires that increasing attention be directed towards the $uestions of why people behave as they do on their jobs" An understanding of the topic of motivation is thus essential in order to comprehend more fully the effects o=f variations in other reactions as they relate to performance, satisfaction and so forth"

si%thE yet another reason why increasing attention is paid towards motivation can be found in the preset and future technology re$uired for production as technology increases in

;:

comple+ity ,machines tend to become necessary yet insufficient vehicles of effective and efficient operation"

'odern technology can no longer be considered synonymous with the term JautomationJ " consider the e+ample of highly technologically based space programme in the *ndian space research organisation C*)R#D"the polar satellite launch vehicleBs CP)2FDlift.of has been the result of 1& years of development wor(, transfer of technology to private industry, smoothening the manufacture of components and subsystems, comple+ project management, and dedicated wor( by literally thousands in the *)R#, industry and other national laboratories and research institutes" ,ith this feat *ndia has joined the e+clusive club of half a do en nation that can build and more importantly, launch its own satellites" the secret behind the success of *)R# has been its employees who are both capable of using and willing to use advanced technology to reach the goals"

Seventh, while organi ations have for some times viewed their financial and physical resources from a long term perspective, only recently have they begun seriously to apply this same perspective to their human resources

;;

3A/A A1A2N)*) A13 *1/ERPRE/A/*#1)

FEE37ACG #1 ,#RGER) 59E)/*#11A*RE

59E)/*#1 1- Are you referred when complicated problems arisesH

0 10

yes 30 60 no average

;=I of the wor(ers are agreed that they were referred when the problem arises, 0=I are disagreed to this and 1=I are having average response"

;<

59E)/*#1 &- Are you satisfied with your salaryH

0 20

Y E S 50 NO AVE RAGE

30

:=I of the wor(ers are satisfied with their salary"0=I of them are not satisfied and rest of them are having average responses"

;?

59E)/*#1 0- Are you satisfied with the welfare facilities given by the companyH

30% 40% Y E S NO AVE RAGE

30%

6=I of the wor(ers are satisfied with the welfare facilities given by the company, 0=I are not satisfied and 0=I of the wor(ers are having average response"

;>

59E)/*#1 6- ,hat is your choice regarding your relationship with the managementH

20% GOOD 50% BAD NORMAL

30%

:=I of the wor(ers are having good relationship with the management, 0=I of the wor(ers are having bad relationship and &=I are having average relationship with the management"

<=

QUESTION 5:Whisch type of motivation you perform more ?

00

40%

FNAN !AL NON"F!NAN !AL

60%

60

of the !or"ers prefer financia# motivation an$ %0 financia# motivation&

of the !or"ers prefer non

<1

FEE37ACG #1 'A1A@E'E1/ 59E)/*#11A*RE)

59E)/*#1 ;- 3o your wor(ers follow your instructionsH

0% 0

20% Y E S NO AVE RAGE

#0%

?=I of the wor(ers follow the instructions of their management and, &=I of the wor(ers do not follow "

<&

59E)/*#1 <-3o your wor(ers complete the job on timeH

0% 0

20%

Y E S NO AVE RAGE

#0%

?=I of the wor(ers complete the job on time,&=I of them did not complete their wor( on time"

<0

59E)/*#1 ?- 3o they misuse the union resourcesH

0%

40% Y E S 60% NO AVE RAGE

6=I of the wor(ers misuse the union resources, and ;=I of them don!t misuse the union resources /hat means there is optimum utili ation of the union resources in the organi ation"

<6

59E)/*#1 >- ,hat is your choice regarding your relationship with the wor(ersH

20%

GOOD BAD NORMAL 20% 60%

;=I of them are having good relationship with the wor(ers, &=I are having bad relationship and &=I are having normal relationship with the wor(ers"

<:

QUESTION '0: (o you practice !or"men participation in mana)ement?

#0% Y E S 1$2 NO

20%

*0

of the !or"ers respon$ that they participate in W+,- san$ .0 !or"ers $o not participate in W+,&

of the

<;

I estionnaire &or WorFers

0ate)> /ic( the followings $uestions as per your choice and e+perience"

1" Are you referred when complicated problem arisesH

Nes

1o

Average

&" Are you satisfied with your salaryH Nes 1o Average

0" Are you satisfied with the welfare facilities given by the companyH

Nes

1o

Average

6" ,hat is your choice regarding your relationship with the managementH

@ood

7ad

1ormal

:" ,hich type of motivation you prefer more H 1inancial .on 1inancial

<<

I estionnaire &or Mana!ement

3ate . /ic( the followings $uestions as per your choice and e+perience"

; "3o your wor(ers follow your instructionsH

Nes

1o

Average

< "3o your wor(ers complete the job in timeH

Nes

1o

Average

?"3o they misuse union resourcesH

Nes

1o

Average

> ",hat is your choice regarding your relationship with the wor(ersH

@ood

7ad

1ormal

1=" 3o you practice wor(man participation in managementH

/es

No
<?

Concl sion
/he organi ation is very well established with sound policies" 'y visit to the company was educative and informative" * found that %R3 department is complete in all senses and is wor(ing reasonably well"

/he general impression from the study and discussion with the staff A wor(er of the company regarding wor(er!s participation was average though the level was not found to be very high" Reason to this may be attributed to the problem of status between staff and wor(ers"

<>

4imitations
(roblem 1aced

/here were few limitations, which were uncommitted while conducting this project but these limitations could not restrict the progress and completion of the present study" )ome of the inevitable limitation that crept in the study is as under-.

1"

)ome of the respondent was not genuinely helpful, cooperative and responsive" /hey were hesitant to fully disclose the information with the research"

&"

'ost of the employees were busy, due to some wor( of the organi ation"

0" /here was much difficulty in approaching the higher management employees" 6" 2atest data of the company and boo(s concerned were not easily available" :" /he options offered in the $uestionnaire were at time, not correctly interpreted by the employees of lower level management" ;" 'ost of the employees other than that of personnel department wee not at all cooperative" <" Employees of lower level did not ta(e the $uestionnaire seriously" ?" A certain degree of fear and devotion towards the organi ation was a hurdle while conducting the research" >" For certain wor(ers at lower $uestionnaire were a source of showing their frustration" ?=

S !!estions
After gathering a wide variety of information on the various aspects of motivational approach in the company, few recommendations are worth attention" 'anger should be committed to activity and internationally motivate subordinates"

'anger needs to understand their own strength and wea(ness before trying to change that factor" 'anager should reali e that wor(ers have different abilities and motives"

Oob reward should be tied to performance not to seniority or other non merit based factor"

Oob should be designed in such a way as to provide challenge and variety"

'anger should be uncertain that subordinate clearly understood what is e+pected of them" 'anager should try to stay close to their subordinates and correct problem as they arise"

'anager should remit the activity cooperation of subordinates in improving the organi ation output" )ubordinate should be made to reali e that they are sta(eholder in the organi ation" Responsibility without authority can be destructive"

?1

'anagement should not order, but should inspire" *t should not impose but influence" 'anagement should ma(e every employee of the organi ation give their hearts not just heads to the goals"

A timely presentation of the wor( done should be there to the top management" /eamwor( in all operational process must be encouraged" E$uip people with the s(ills necessary to perform their duties" Allow the voice of the wor(ers to be heard" /he management should let his people (now that it consider them valuable capable individual"

Provide the employee enough wor("

3ress code should be there" Employee should be informed in advance about the changes, which are planned in the organi ation" )uggestion system can be a strong employee motivation because the employees are given the opportunity to say something" /his will increase the sense of belonging" /he fear motivation should be completely abolished though it wor(s well in the short run but is an ineffective long term strategy"

?&

3I34I/6RA('Y
1or Articles
.
. /he Five master (eys for success.Oournal"

. Employee Relations.%R 'aga ine" . Modern Machine Shop . Employee )atisfaction *s Gey /o Company )uccess.Oournal
.

. A Field E+periment" 3epartment of Psychology, 9niversity of the ,itwatersrand, )outh Africa" . A7A Contact Centre Csonference" . 7usiness ,ire

1rom the #eb

www"answers"com www"google"com http-44en"wi(ipedia"org4wi(i4'otivation http-44www"allbusiness"com4employee.motivation40=>:==:.1"html

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?6

From the boo(

%uman Resource 'anagement . 3y> ) 0r$ C$3$ 6 pta 'otivational management . 3y> ) Ale%ander 'iam 'otivation and ,or( 7ehavior . 3y>) 4yman (orter and 6re!ory 3i!ley
'astering motivation ) 3y>) Mohn 1ra"er and Robinson

From the 1ewspaper

%industan /imes /he /imes of *ndia

?: