DISSERTATION REPORT

ON
TOOLS AND TECHNIQUES OF
EMPLOYEE MOTIVATON
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF
THE DEGREE OF MASTER OF BUSINESS ADMINISTRATION

GYAN VIHAR
UNIVERSE

SUBMITTED

TO:-

SUBMITTED BY:Mr.

Bafna

Ankita Agarwal

(College Project Guide)

MBA( IVrth SEM)

Session 2008-2010

ACKNOWLEDGEMENT

I would like to acknowledge with thanks the genuine interest

and faith shown by our director who truly deserve the credit for
providing inspiration to each Student.
In the completion of this report, I have drawn heavily on the
vast amount
of literature in the field of personnel management, industrial
relation and human resource development.
Above all, I heavily Thank my Father and my mother for their
love, the
constant encouragement and support of my brother and
friends.
Last but not least I would be special gratitude to our all friends
who
heartening me to complete this project.

INTRODUCTION

Definition of Motivation.
According to Edwin B Flippo, Motivation is the process of
attempting to influence others to do their work through the
possibility of gain or reward.
Motivation is a force that drives people to do things. Employees
are normally motivated to achieve their needs, whatever they
may include. Motivation is inside another person's head and
heart. It may be intrinsic or extrinsic. This is what we call
motivation. Employees of a company will be motivated if they
associate certain incentives with an activity of work.
Motivation is an important function which every manager
performs by assigning the people to work for accomplishment
of objectives of the organization.

Concept of motivation
The word motivation has been derived from motive which
means any idea, need or emotion that prompts a man in to
action. Whatever may be the behaviour of man, there is some
stimulus behind it .Stimulus is dependent upon the motive of
the person concerned. Motive can be known by studying his
needs and desires. There is no universal theory that can explain
the factors influencing motives which control mans behaviour

at any particular point of time. In general, the different motives

operate at different times among different people and influence
their behaviours. The process of motivation studies the motives
of individuals which cause different type of behaviour.

Significance of Motivation
Motivation involves getting the members of the group to pull
weight effectively, to give their loyalty to the group, to carry
out properly the purpose of the organization.
The following results may be expected if the employees are
properly motivated.
1. The workforce will be better satisfied if the management
provides them with Opportunities to fulfil their physiological
and psychological needs. The workers will Cooperate voluntarily
with the management and will contribute their maximum
towards the goals of the enterprise.
2. 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.This will also
result in increased productivity.
3. The rates of labours turnover and absenteeism among the
workers will be low.
4. There will be good human relations in the organization as
friction among the workers themselves and between the
workers and the management will decrease.

5. The number of complaints and grievances will come down.

Accident will also be low.
6. There will be increase in the quantity and quality of products.
Wastage and scrap will be less. Better quality of products will
also increase the public image of the business.

Motivation Process
1.
2.
3.
4.
5.

Identification of need
Tension
Course of action
Result Positive/Negative
Feed back

Theories of Motivation .
Understanding what motivated employees and how they were
motivated was the focus of many researchers following the
publication of the Hawthorne study results (Terpstra, 1979).Six
major approaches that have led to our understanding of
motivation are Mcclellands Achievement Need Theory,
Behaviour Modification theory; Abraham H Mallows need
hierarchy or Deficient theory of motivation. J.S. Adams Equity
Theory, Vrooms Expectation Theory, Two factors Theory.

1.

Mcclellands Achievement Need Theory

According to mcclellands there are three types of needs;

Need for Achievement

This need is the strongest and lasting motivating factor.
Particularly in case of persons who satisfy the other needs.
They are constantly pre occupied with a desire for improvement
and lack for situation in which successful outcomes are directly
correlated with their efforts. They set more difficult but
achievable goals for themselves because success with easily
achievable goals hardly provides a sense of achievement .

Need for Power

It is the desire to control the behaviour of the other people and
to manipulate the Surroundings. Power motivations positive
applications results in domestic leadership style, while it
negative application tends autocratic style.

Need for affiliation

It is the related to social needs and creates friendship. This
results in formation of informal groups or social circle.

2.

Behavioural Modification Theory

According to this theory people behaviour is the outcome of

favourable and unfavourable past circumstances. This theory is
based on learning theory. Skinner conducted his researches
among rats and school children. He found that stimulus for
desirable behaviour could be strengthened by rewarding it at
the earliest. In the industrial situation, this relevance of this
theory may be found in the installation of financial and non
financial incentives. More immediate is the reward and

stimulation or it motivates it. Withdrawal of reward in case of

low standard work may also produce the desired result.
However, researches show that it is generally more effective to
reward desired behaviour than to punish undesired behaviour.

3.
Abraham H Maslow Need Hierarchy or
Deficient theory of Motivation

The intellectual basis for most of motivation thinking has been

provided by behavioural scientists, A.H Maslow and Frederick
Heizberg, whose published works are the Bible of Motivation.
Although Maslow himself did not apply his theory to industrial
situation, it has wide impact for beyond academic circles.
Douglous Mac Gregor has used Maslows theory to interpret
specific problems in personnel administration and industrial
relations. The crux of Maslows theory is that human needs are
arranged in hierarchy composed of five categories. The lowest
level needs are physiological and the highest levels are the self
actualization needs. Maslow starts with the formation that man
is a wanting animal with a hierarchy of needs of which some
are lower in scale and some are in a higher scale or system of
values.
As the lower needs are satisfied,
higher needs emerge. Higher needs cannot be satisfied unless
lower needs are fulfilled. A satisfied need is not a motivator.
This resembles the standard economic theory of diminishing
returns. The hierarchy of needs at work in the individual is
today a routine tool of personnel trade and when these needs

are active, they act as powerful conditioners of behaviour- as

Motivators. Hierarchy of needs; the main needs of men are five.
They are physiological needs, safety needs, social needs, ego
needs and self actualization needs, as shown in order of their
importance.

Self-Actualization
Ego Needs
Social Needs
Safety Needs
Physiological Needs
The above five basic needs are regarded as striving needs
which make a person do things. The first model indicates the
ranking of different needs. The second is more helpful in
indicating how the satisfaction of the higher needs is based on
the satisfaction of lower needs. It also shows how the number
of person who has experienced the fulfilment of the higher
needs gradually tapers off.

Physiological or Body Needs: - The individual move up the

ladder responding first to the physiological needs for
nourishment, clothing and shelter. These physical needs must
be equated with pay rate, pay practices and to an extent with
physical condition of the job.
Safety: - The next in order of needs is safety needs, the need
to be free from danger, either from other people or from
environment. The individual want to assured, once his bodily
needs are satisfied, that they are secure and will continue to be
satisfied for foreseeable feature. The safety needs may take the
form of job security, security against disease, misfortune, old
age etc as also against industrial injury. Such needs are
generally met by safety laws, measure of social security,
protective labour laws and collective agreements.

Social needs: - Going up the scale of needs the individual

feels the desire to work in a cohesive group and develop a
sense of belonging and identification with a group. He feels the
need to love and be loved and the need to belong and be
identified with a group. In a large organization it is not easy to
build up social relations. However close relationship can be built
up with at least some fellow workers. Every employee wants to
feel that he is wanted or accepted and that he is not an alien
facing a hostile group.

Ego or Esteem Needs: - These needs are reflected in our

desire for status and recognition, respect and prestige in the
work group or work place such as is conferred by the
recognition of ones merit by promotion, by participation in
management and by fulfilment of workers urge for self
expression. Some of the needs relate to ones esteem e.g.; need

for achievement, self confidence, knowledge, competence etc.

On the job, this means praise for a job but more important it
means a feeling by employee that at all times he has the
respect of his supervisor as a person and as a contributor to the
organizational goals.

Self realization or Actualization needs: - This upper level

need is one which when Satisfied provide insights to support
future research regarding strategic guidance for Organization
that are both providing and using reward/recognition programs
makes the employee give up the dependence on others or on
the environment. He becomes growth oriented, self oriented,
directed, detached and creative. This need reflects a state
defined in terms of the extent to which an individual attains his
personnel goal. This is the need which totally lies within oneself
and there is no demand from any external situation or person.

3.

J.S Adams Equity Theory

Employee compares her/his job inputs outcome ratio with that

of reference. If the employee perceives inequity, she/he will act
to correct the inequity: lower productivity, reduced quality,
increased absenteeism, voluntary resignation.

4.

Vrooms Expectation Theory

Vrooms theory is based on the belief that employee effort will

lead to performance and performance will lead to rewards
(Vroom, 1964). Reward may be either positive or negative. The
more positive the reward the more likely the employee will be

highly motivated. Conversely, the more negative the reward

the less likely the employee will be motivated.

5.

Two Factor Theories

Douglas mcgregor introduced the theory with the help of two

views; X assumptions are conservative in style Assumptions are
modern in style.
X Theory (pessimistic)
Individuals inherently dislike work.
People must be coerced or controlled to do work to achieve
the objectives.
People prefer to be directed
Y Theory (optimistic)
People view work as being as natural as play and rest
People will exercise self direction and control towards
achieving objectives they are
Committed to
People learn to accept and seek responsibility.

There are
motivation.

broadly

seven

strategies

Positive reinforcement / high expectations

Effective discipline and punishment
Treating people fairly
Satisfying employees needs

for

 Setting work related goals

Restructuring jobs
Base rewards on job performance

Techniques of Motivation
Recognition of work
Job Security
Team Spirit
Competition
Status

Desire for recognition

When people receive recognition or affirmation for their efforts
it has a positive motivational effect on them.

Just a few words of encouragement are worth their weight in

gold.

Current issues in Motivation

Compressed Workweek
Flexible work hours
Job sharing
Telecommuting
Pay of Performance System
Open-book management

Rewards and Recognition

Like a child being given a chocolate cupcake and a big hug
after cleaning her room, rewards and recognition can be
powerful tools for employee motivation and performance
improvement. Many types of rewards and recognition have
direct costs associated with them, such as cash bonuses and
stock awards, and a wide variety of company-paid perks, like
car allowances, paid parking, and gift certificates. Other types
of rewards and recognition may be less tangible, but still very
effective. These "non-monetary" rewards include formal and
informal
acknowledgement, assignment of more enjoyable job duties,
opportunities for training, and an increased role in decisionmaking.
This paper focuses on non-monetary rewards, and as we will
see, these types of rewards can be very meaningful to
employees and so, very
motivating for performance improvement.

Rewards:
Recognition for innovative ideas and entrepreneurial action
from employees.
Honours for unique
performance by an
individual or a team.

contribution

to

sustained

high

 Membership to the exclusive club of top performers.

Recognition to not only super achievers but also employees
with long service.Eligibility for ``Real Old Timers Club.''

The following are some of the areas of non

monetary recognition practices that an
organisation can take note of.
Treats: Free lunches, festival bonus, coffee breaks, picnics,
dinner with the boss, dinner for the family, birthday treats etc.

Knick-knacks:

Disk accessories, company watches, tiepins, broaches, diaries/planners, calendars, wallets, T-shirts.

Awards:

Trophies,

plaques, citations, certificates, scrolls,

letter of appreciation.

Social

acknowledgement:

Informal recognition,
recognition of office get-togethers, friendly greetings, smiles, email, solicitation of advice, suggestions, use of company
facilities for personal projects.

Office environment:

Redecoration,
window, piped music, flexible hours.

office

with

On the job:

More responsibility, job rotation, special

assignment, training, representing the company at public for
forums.

Tokens:

Movie tickets, vacation trips, coupons redeemable

at stores, early time off, anniversary, dating and Birthday
allowances / presents.

Role of Motivation for Employees Training and its

Effectiveness in CADBURY

THE ROLE OF MOTIVATION WHEN MANAGING

CREATIVE WORK

ABSTRCT
While implementing and evaluating computer support for
corporate
creativity it was noticed that the sheer presence of technology
does not
guarantee usage. Factors such as organizational culture and
management attitudes seem to have an equally important role,
and this observation called for a more focused analysis of the
motivational aspects of crativity management.
Based on literature and empirical data, four managerial advice
to promote corporate creativity are presented : abandon reward
system; officially recognize creative initiatives ; encourage selfinitiated activities, and ; allow redundancy.

1. A NEED FOR CRATIVITY

Creativity will therefore become a quality of increasing
importance and a vital branch of knowledge management
(K.M.). although crativity is highly unpredictable it can be
promoted.

2. WORK ON BRAINSTORMING
brainstorming has been widely used in industry and busiess as
a technique for idea eneration and problem solving. Three main
reasons for this have been identified. Ffirstly, there is
evaluation apprehension, which refers to a situation when the
group members are reluctant to express their perhaps
unpopular or politically incorrect suggestions or poorly
developed ideas in fear of being judged or evaluated by peers
or managers. Secondly, social loafing occurs when group
members intentionally limit their contributions and rely on
other group members to do the job. Thirdly and finally, there is
the problem of production blocking, .e. the result of group
members having to wait for others to finish before they can
offer their own ideas.

3. THE MINDPOL PROTOTYPE

In response to the call for more study on large groups Mind pool
is an
intranet application available for the entire organization. The
most fundamental design principles for Mind pool are that work
is carried out asynchronously, users are anonymous but yet
able to contact, and the entire organization may be addressed,
instead of just a group of a selected few.
4. EMPIRICAL RESULTS
Before installing and evaluating Mind pool , I needed to set a
base line
for my later experiments by interviewing the employees about
their views
on creativity, suggestion systems, and management. Below, I
first present the results from the 10 semi-structured interviews
before reporting from the prototype evaluation.

INITIAL INTERVIEW DATA

Most respondents stressed the importance of stimuli of some
kind
to spark creativity, and mentioned the interaction with other
people as an
important source. Aside from the shared view of input from
people as
being an important stimuli a diversity of other situations were
mentioned
during the interviews: facing a challenging task; going to
conferences;
visiting other companies; looking at different applications; or
doing
physical workout.

ALLOW SELF-INITIATED ACTIVITIES

Self-initiated activities are powerful because they are driven
primarily by intrinsic motivation. When employees are allowed
to, and in fact encouraged to, pick and pursuits their own
projects, they are driven by their personal interests.

THE NEED FOR REDUNDANCY

Learning by- doing is the only way to acquire certain
knowledge, and this suggests that enough redundancy should

be allocated to allow for such experimenting. To set free the

desire to initiate creative acts that already exists within most
people, the company must take appropriate actions. For
example, Toshiba and 3M allow their employees to devote 15
percent of their time to self-initiated activities

Data Analysis and Findings

The management of people at work is an integral part of the

management process. To understand the critical importance of
people in the organization is to recognize that the human
element and the organization are synonymous. An wellmanaged organization usually sees an average worker as the
root source of quality and productivity gains. Such
organizations do not look to capital investment, but to
employees, as the fundamental source of improvement. In
order to make employees satisfied and committed to their jobs
in academic and research libraries, there is need for strong and
effective motivation at the various levels,n departments.
Motivation is a basic psychological
process it is the process of stimulating people to action and to
achieve a desired task. New way of stimulating people is to
employ effective motivation which makes workers more
satisfied with and committed to their jobs. However, mot
studies treat satisfaction and commitment differently,
especially in light of things like downsizing that are part of
modern organizations.

LITERATURE REVIEW
Along with perception, personality, attitudes, and learning,
motivation is a very important part of understanding behaviour.
Definitions of motivation abound. One thing these definitions
have in common is the inclusion of words such as
desere,want,wishes,
aim,
goals,
needs,and
incentives.
Managers and management researchers have liog believe that
believe
that organizational goals are unattainable without the enduring
commitment of members of the organizations.Motivation is a
human psychological characteristic that conteibutes to a
persons degree of commitment (stoke,1999).It includes the
factors that cause,channel, and sustain human behaviour in a
particular committed direction.

Strategies of Motivating Workers

salary,wages and conditions of service

money
staff Training
Information Availability and Communication

DATA COLLECTION
Primary data
Secondary data

Primary data
It was collected through questionnaire prepared contains
relevant questions that are both close ended and opened.
Individual and group interviews also under taken with
difference consumers,
I have collected mainly the Primary Data for my study by
utilizing the questionnaire and interview methods.
Secondary data

These data are collected from published sources such as

Magazines, NEWS papers, several books, and also from the help
of web site
www.hdfcsl.com

Sampling plan of the study:

Sample size:
Sample size include the nature of research, number of variable,
and nature of analysis, sample size used in similar studies
incidence rates,
completion rates, and resources constraints. During the process
of the study, survey has been conducted on 100 retailers.

Sampling method:

The researcher had choice between probability and non

probability
sampling methods. In this study a simple non probability
method namely
convenience sampling was adopted. For my study I have
selected Non-probability method in which I selected convincing
sampling method.

FIELD WORK:
Survey was done in Cadbury The data was collected over a
period of 45 days within using well structured questionnaire.
The respondents were contacted at their respective retail
outlets in various parts of the city.

PARAMETER USED
For grading the responses Likert scale was used and five
responses were given the numerical grades in the following
way.

Following parameter was used to decide the level of motivation.

On the basis of the above scales and parameters it is found

that in Cadbury the level of motivation is lying in the range of
poor.
For finding the factors behind this unexpected result another
survey was done in the form of interviews to know the view of
management about the above and the responses were
gathered during the formal discussion.

GRAPHICAL REPRESENTATION OF THE

RESPONSES ( PIE CHARTS )

QUESTION (4)

QUESTION (6)

QUESTION (8)

QUESTION (9)

QUESTION (10)

QUESTION (11)

The above response were given on the basis of availability of

the plan for each in the table.

Conclusion and Suggestions

FINDINGS
According to the four ARCS categories and determines whether
subjects
are under or over motivated in each case.
ATTENTION People may be bored and not paying attention
RELEVANCE unnecessary mistakes can result when ones
career path depends solely on ones success with a specific
task in a current job.
CONFIDENCE Can be too high or too low, Low confidence
people
may have the skills but may lack the persistence when the
tasks become
challenging. High confidence people may have less skill or
ability than
they think making them cocky.
SATIFACTION- Dissatisfaction can result from expectations
that were
too negative or positive.
When people are put into an
undesired situation, their satisfaction potential is often low, no
mater how god the experience proves to be. By contrast, those
who believe a given job opportunity is going to be perfect in
every way are often disappointed with the reality.

SUGGESTION

Following is the guideline suggested for the organization

Developing a Motivational system. It describes the major
components of human motivation that must be considered in
the process of either selecting
appropriately motivated people or creating a motivating
environment. It also describes a problem solving approach to
developing motivational conditions.
The material incorporates the systems approach used
in the ARCS model but extends it to the environment of
performance improvement.
Motivated Person
Motivation
Role of motivation of Performance
Elements of all three must be present for people to have
a positive level of performance.
1. internal motivation and motivational support from the
environment
(motivation)
2. knowledge and skills needed to do the job (capability)
3. tools, resources, conducive working conditions, feedback,
and other

environmental factors that make it possible to do the job

properly and well (opportunity).

CONCLUSION

When large sums of money are at stage, employees are

discouraged from sharing thoughts and ideas with their peers.
Instead, individuals are keeping their tentative thoughts to
themselves, trying to work out soething really rewarding. This
situation causes a focus on the reward rather than on being
innovative.
Creativity requires an organizational culture that fosters
openness,
sharing, and interaction. To establish and maintain such a
culture, top
management must walk the talk and officially recognize and
encourage such behaviour. Management should further show
that risk-taking and failure is okay.

Questionnair
e
1. My job is interested.
a. SA
b. A
c. NO
d. DA
e. SDA

2. My boss is supportive.
a. SA
b. A
c. NO
d. DA
e. SDA

3. The work I do is recognized and appreciated by superiors.

a. SA
b. A
c. NO
d. DA
e. SDA

4. My job contains responsibilities.

a. SA
b. A
c. NO
d. DA
e. SDA
5. Working conditions are good in premises.
a. SA
b. A
c. NO
d. DA
e. SDA

6. There are opportunities to grow and learn new

a. SA
b. A
c. NO
d. DA
e. SDA

7. My job is secure
a. SA
b. A
c. NO
d. DA
e. SDA

8. My salary is at par with others in the industry

a. SA
b. A
c. NO
d. DA
e. SDA

9. I have the authority up to some extent

a. SA
b. A
c. NO
d. DA
e. SDA
10. Co-workers are supportive.
a. SA
b. A
c. NO
d. DA
e. SDA

11. I get the feed back of my performance and try to improve it.
a. SA
b. A
c. NO
d. DA
e. SDA

A questionnaire was prepared after discussing with the

management. The questionnaire was based upon the need
hierarchy theory of motivation given by fallow.

Bibliography
BOOKS AND PERODICALS :
1.
2.
3.
4.
5.

ORGANIZATION BEHAVIOUR BY STEPHANS ROBINSON

HUMAN RESOURCE MANAGEMENT BY ASHWATHAPA
RESEARCH METHODOLOGY BY C.R. KOTHARI
RESEARCH METHODOLOGY BY S. THANULINGUM
HUMAN RESOURCE MANAGEMENT BY LUTHANS

WEB SITES VISITED

www.goolge.com
www.cadbury.com

www.motivation.