PROJECT REPORT

On

ORGANIZATION CULTURE AND ITS RELATIONSHIP

WITH EMPLOYEE MOTIVATION AND OVERALL
PERFORMANCE
Submitted to the Uttaranchal University in partial fulfillment of the
requirements for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION
Submitted by
UDIT PANDEY
(Enrollment No.: ---------------------------------------)
Under the guidance of
Guide name with Designation (Faculty Guide)

(Batch: 2014-2016)
FACULTY OF MANAGEMENT AND BUSINESS STUDIES

UTTARANCHAL UNIVERSITY, DEHRADUN

ACKNOWLEDGEMENT
The present work is an effort to throw some light on ORGANIZATION
CULTURE AND ITSRELATIONSHIP WITH EMPLOYEE MOTIVATION AND
OVERALL PERFORMANCE
The work would not have been possible to come to the present shape
without the able guidance, supervision and help to me by number of people.
With deep sense of gratitude I acknowledge the encouragement and
guidance received by my organizational guide Mr.
I convey my heartfelt affection to all those people who helped and supported
me during the course of completion of my Project Report.

PARVEZ MALIK
ROLL NO.

CANDIDATE DECLARATION

This is to declare that I have carried out this project work myself in part fulfillment of the
Requirement for the Master of Business Administration Specialization Human Resource
Management Batch: (2015-2016)
The work is original, has not been copied from anywhere else and has not been submitted to any
other University/Institute for an award of any degree/diploma.

Date:
Place:Dehradun

PARVEZ MALIK

Organizational Culture

Organizational culture, or corporate culture, comprises the attitudes, experiences, beliefs and
values of an organization. It has been defined as "the specific collection of values and norms that
are shared by people and groups in an organization and that control the way they interact with
each other and with stakeholders outside the organization. It refers to a system of shared meaning
held by members that distinguishes the organization from other organizations. Organizational
values are beliefs and ideas about what kinds of goals members of an organization should pursue
and ideas about the appropriate kinds or standards of behavior organizational members should
use to achieve these goals. From organizational values develop organizational norms, guidelines
or expectations that prescribe appropriate kinds of behavior by employees in particular situations
and control the behavior of organizational members towards one another".
It is basically used to refer to a system of shared meaning. In every organization, there are
systems or patterns of values, symbols, rituals, myths and practices that have evolved over time.
These shared values determine as to how the managers see and how they respond to their world.
When confronted with a problem, the organizations culture restricts what the manager can do by
suggesting the correct way-the way we do things here- to conceptualize, define, analyze and
solve the problem. For example, the president of Honeywell Information Systems recognized the
constraining role that culture was playing in his efforts to get his managers to be less
authoritarian. He noted that organizations culture would have to become more democratic if it
was going to succeed in the marketplace.
Senior management may try to determine a corporate culture. They may wish to impose
corporate values and standards of behavior that specifically reflect the objectives of the
organization. In addition, there will also be an extant internal culture within the workforce.
Work-groups within the organization have their own behavioral quirks and interactions which, to
an extent, affect the whole system. Task culture can be imported. For example, computer
technicians will have expertise, language and behaviors gained independently of the
organization, but their presence can influence the culture of the organization as a whole.

Though we currently have no definite method for measuring an organizations culture,

preliminary research suggests that culture can be analyzed by assessing how an organization
rates on ten characteristics. They have been identified as follows:
1. Individual Initiative
The degree to of responsibility, freedom and independence that individuals have.
2. Innovation & Risk Taking
The degree to which employees are encouraged to be aggressive, innovative and risk seeking.
3. Direction
The degree to which the organization creates clear objectives and performance expectations.
4. Integration
The degree to which units within the organization are encouraged to operate in a coordinated
manner.
5. Management Support
The degree to which the managers provide communication, assistance, and support to their
subordinates.
6. Control
The number of rules and regulation and the amount of supervision that is used to oversee and
control employee behavior.
7. Identity
The degree to which members identify with the organization as a whole rather than with their
particular work groups or field of professional expertise.
8. Reward System

The degree to which reward allocations are based on employee performance criteria in
contrast to seniority, favoritism, and so on.
9. Conflict Tolerance
The degree to which employees are encouraged to air conflicts and criticism openly.
10. Communication Pattern
The degree to which organizational communications are restricted to the formal hierarchy of
authority.

A Dominant Culture expresses the core values that are shared by a majority of the
organizations members. It is this macro concept that gives an organization its distinct
personality.
Subcultures tend to develop in large organizations to reflect common problems, situations or
experience that members face. It will include the core values of the dominant cultures plus
additional values unique to each individual.
General Motors has been universally described as a cold, formal, risk-aversive firm. It was that
way in the 1930s and it is basically the same today. Hewlett-Packard is an informal, loosely
structured and highly humanistic organization. Both these organizations have been essentially
successful over the years.
Culture constrains choices by conveying to managers which practices are acceptable in their
organization and which are not.

Elements of Organizational Culture

G. Johnson described a cultural web, identifying a number of elements that can be used to
describe or influence Organizational Culture:

The Paradigm: What the organization is about; what it does; its mission; its values.

Control Systems: The processes in place to monitor what is going on. Role cultures would
have vast rulebooks. There would be more reliance on individualism in a power culture.

Organizational Structures: Reporting lines, hierarchies, and the way that work flows
through the business.

Power Structures: Who makes the decisions, how widely spread is power, and on what is
power based?

Symbols: These include organizational logos and designs, but also extend to symbols of
power such as parking spaces and executive washrooms.

Rituals and Routines: Management meetings, board reports and so on may become more
habitual than necessary.

Stories and Myths: build up about people and events, and convey a message about what is
valued within the organization.

These elements may overlap. Power structures may depend on control systems, which may
exploit the very rituals that generate stories which may not be true.

Culture is a Descriptive Term

Organizational Culture is concerned with how employees perceive the characteristics of an
organizations culture and not whether or not they like it. That is, it is a descriptive term. This is
important because it differentiates this concept from that of job satisfaction.
In contrast, job satisfaction seeks to measure affective responsiveness of work environment. It is
concerned with how employees feel about the organizations expectations, reward practices, and
the like. Although the two terms undoubtedly have overlapping characteristics, keep in mind that
the term organizational culture is descriptive, while job satisfaction is evaluative.

INTRODUCTION OF THE TOPIC

Motivation is an important factor which encourages persons gives their best performance
and help in reaching enterprise goals. A strong positive motivation well enables the
increased output of employees but a negative motivation will reduce their performance.
In order to make any managerial decision really meaningful. It is necessary to convert it
in to an effective action, which the manager accomplishes by motivating his subordinates.
To motivate means to produce goals oriented behavior since increase in productivity is
the ultimate goal of every industrial organization, motivation of employees at all levels is
the most critical and baffling function of the management. Almost every human problem
the manager faces throughout the firm has motivational elements.

Motivation: As a concept
The term motivation has been derived from Latin word-Movers which mean to move. In
our languages of management it implies something that energies an individuals or a group
of individuals to work.
W.G.SCOTT Motivation means a process of stimulating people to action to accomplish
desired goals.
BREECH says Motivation is a general inspirational process which gets the members of
the team to pull their weight effectively, to give their loyalty to the group, to carryout
properly the tasks that they accepted and generally to play an effective part in the job that
the group has undertaken.

Nature of Motivation
Motivation is a psychological concept that generates with in an individual. It is an inner
felling which energies a person to work more.
The emotions or desires of a person prompt him for doing a particular work.
Man has innumerable wants to satisfy & there are unsatisfied needs of a person which
disturb his equilibrium. All the wants can not be satisfied at one time where one is
satisfied other may emerge. Satisfaction of wants is an unending process. Hence,
motivation is also unending process.
A person moves to fulfill his unsatisfied needs by containing his energies.
There are dormant energies in a person which are activated by canalizing them into
actions.
A man works to achieve some individual goals. After the goal is achieved he is no
longer interested in work. Goal means satisfaction of needs. Therefore, it is very
essential for the management to know the goals or motives or needs of each
individual, so that they may be pushed to work by directing them towards
achievement of their goals.

Objective of motivation
The purpose of motivation is to create conditions, in which people are willing to work
with zeal, initiative, interest and enthusiasm with a high personal and group moral
satisfaction, with a sense of responsibility, loyalty and with pride and confidence in a
most cohesive manner so that the goals of an organizational are achieved effectively.
Motivational techniques are utilized to stimulate employee growth; this was indicated by
Clarence Francis when he was chairman of general foods. He said you can buy a mans
time, you buy a mans physical presence at a given place, you cannot even buy a
measured number
of skilled muscular motions per hour or day, but you cannot but enthusiasm, you cannot
buy initiative, you cannot but loyalty, you cannot buy devotions of hearts, minds and
souls. You have to ear these things. If a manager wants to get work done by his

employees, he may either hold out a promise of a reward for them for doing work in a
better or improved way, or he may constrain them, by instilling fear in them or by using
force, to do the desired work. In other words, he may utilize a positive or a negative
motivation. Both these types are widely used by management.

Types of Motivational
When a manager wants to get more work from his subordinates then he will have to
motivate them for improving their performance. They will either be offered incentives for
more work, or may be in the shape of rewards, better reports, recognition etc, or he may
in still fear in them or use force for getting desired work. The following are the types of
motivational.
1. Positive Motivation: - Positive Motivation is based or reward. The workers are
offered incentives for achieving the desired goals. The incentives may be in the shape
of more pay, promotion, recognition of work etc. according to peter Drucker, the
Real and positive motivators are responsible for placement, high standards of
performance, information adequate for self control and the participation of the
workers as responsible citizen in the plant community. Incentive motivation is the
pull mechanism.
2. Negative Motivation: - Negative or fear motivation is based on force or fear. Fear
causes employees to act in a certain way. In case, workers do not act accordingly then
they may be punished with demotions or lay offs. The fear act as a push
mechanism. Moreover it may result in lower productivity because it tends to dissipate
such human assets as loyalty, co-operation and esprit de corps. Moreover, the
imposition of punishment frequently result is frustration among those punishments,
leading to the development of mal adaptive behavior.
3. Extrinsic Motivation :- is concerned with external motivators which employees
enjoy-pay, promotion, status, benefits, retirement plans, health insurance schemes,
holiday and vacations etc. by and large these motivations are associated with financial
rewards.

4. Intrinsic motivation: - On the other hand, is concerned with the feeling of having
accomplished something worth while, i.e. the satisfaction one gets after doing ones
work well. Praise, responsibility, recognition, esteem, power, status, competition and
participation are examples of such motivation.
5. Self motivation: - before one can motivate others one must motivate oneself. One
must overcome a certain amount of ones nature interia. One of the most common
deterrents to human action is that of tired feelings. This thing that effect the conscious
mind are generally known as anxiety are :

6.

Monotonous work

Driven by boss

Bad physical conditions

Financial troubles

Under constant strain

Group motivation :- The motivation of a group is an important as self-motivation, A

group can be motivated by improving human relations and dealing with people to feel
involvement in their work and by giving them an opportunity to improve there performance and
by complimenting or praising them. In dealing with others, it must be borne in mind there the
greatest returns can be obtained when each member of a group is properly motivated.

IMPORTANCE OF MOTIVATION
Management tries to utilize all the sources of production in a best possible manner. This
can be achieved only when employees cooperate in this task. Efforts should be made to
motivate employees for contributing their maximum. The efforts of management will not
bear fruit if the employees are not encouraged to work more the followings is the
importance of motivation:-

 Motivated employees are always looking for better ways to do a job. It is the
responsibility of the managers to make employees look for better ways of doing their
jobs.
Motivated employees will put maximum efforts for achieving organizational goals.
Better performance will also result in higher productivity. The cost of production can
also be brought down if productivity is raised. The employees should be offered more
incentive for increasing their performance. Motivation will act as a stimulate for
improving the performance of employees.
A motivated employees, generally, is more quality oriented. This is true weather we
are talking about a top manager spending extra time on data gathering & analysis for
a report.
Highly motivated workers are more productive than apathetic workers. The
productivity of workers becomes a question of the managements ability to motivate
its employees. An appreciation of the nature of the motivation is highly useful for
managers.
A good motivational system will create job satisfaction among employees. The
employees will try to contribute their maximum and management will offer them
better service conditions and various other incentives. There will be an atmosphere of
confidence among employees and employers. It will lead to better industrial relations.
Every organization requires human resource in addition to financial and is significant
to the organizations.
a) People must be attracted not only to join the organization but also to remain in it.
b) People must perform the task for which they are hired and must do so in a dependable
manner.
c) People must go beyond their dependable role performance and engage in some form
of creative, spontaneous and innovative behavior at work.

STEPS OF MOTIVATION
The management should concentrate on two things to motivating its employees.
1.

Working method of motivation i.e., it should be determined as to what ought to be done.

2.

The tools of motivation i.e. it should be determined as to when and how a job is to be

done.
1.

Knowledge of position of employees:First of knowledge should be obtained regarding the needs of the employees who are to
be motivated. Different persons have different needs. So, different methods are to be used
for motivated different persons. Both the individuals and the groups should be kept in
mind while assessing the conditions.

2.

Development of tools of motivation :After obtaining the knowledge of the employees needs managers should do the job
of selecting and using specific tools or techniques of motivation. The managers should
determine the following issues through their own experience of others and through the
experience of others and through the experience of the personnel department.
a) Which employee is to be motivated and by which technique of Motivation?
b) Under what conditions is hello/she to be motivated?

3.

Selection of tools of motivation:Selection of tools of motivation is a difficult task. Following observation are to be made
for the purpose
1. Who is to be motivated?
2. Which technique succeeded or failed in the past?
3. Are requisite efficiency, means time needed for the use of that technique available or not?
Thus, after the determination of the technique its use should its should be considered. It
should be decided as to when and how the motivation is to be used. The employees
should immediately get the reward or appreciation can spoil the effect of motivation.

4. Communication media:-

The technique of motivation should be brought into the notice of employees.

Communication media should be good enough for this purpose. If the management
cannot communicate its viewpoint to the employees, it cannot motivate them as well.
5. Follow up action: - The manager should assess, from time to time, whether the
employees have been motivated or not through a technique of motivation. If one
technique fails, others can be made use of. This type of assessment can bring to light the
shortcomings of present technique by removing its shortcoming.

MOTIVATION THEORIES
1) Maslow needs hierarchy: - Motivation is influenced by the needs of a person. There is a
priority of certain needs over others. The importance of needs will influence the level of
motivation. A.H.Maslow has categorized human needs into five categories.
a) Physiological:-Hunger, thirst, shelter, sex & other needs.
b) Safety: - includes security, and protection from physical and emotional harm.
c) Social: - includes affection, belongingness, acceptance and friendship.
d) Esteem: - includes internal esteem factor such as self-respect, authority and
achievement

and

esteem factors such as status, recognition and attention.

e) Self actualization: - The drive to become what one is capable of becoming includes
growth, achieving ones potential and self fulfillment.
2) Motivation Hergbers theory: - He gives two factor theory of

motivation. First

factors include company policy and administration, technical supervision, inter-personal

relations with supervisor, salary, status, job security and personal life. These factors were
found to be only dissatisfied and not motivators. These are hygiene factors. Second type
of factor is motivational factor, which includes achievements, recognition; advancements
work itself, possibilities of personal growth, responsibility. According to this theory,
attention should be given to the job content to motivate the employees of the
organization.
3) X & Y Theory: - After viewing the way in which managers dealt with employees, Mc.
Gregor concluded that a managers view of the nature of human being is based on certain
grouping of assumptions. He proposed two distinct view of human being, one basically

negative theory X which assumes that the employees dislike work are lazy, dislikes
responsibility and must be coerced to perform and the other basically positive labeled
theory Y which assumes that employees like work are creative, seek responsibility and
can exercise, self direction. Mc Gregor himself held to the belief that theory Y
assumptions are more valid
than theory X. therefore he proposed such ideas as participation decision making,
responsible and challenging job and good group relation as approaches that would
maximize an
employees job motivation. As, already mentioned, Maslows need hierarchy theory
states that
every human being there exist hierarchy of five needs-physiological, safety, social,
esteem and self actualization and as each is sequentially satisfied, the need becomes
dominant. From the stand point of motivation, if you want to motivate someone, you
need to understand at what level in hierarchy that person currently is and then focus on
satisfying those needs at above that level.
Different needs dominant different people at different time, workers will be dominated by
lower order needs like physiological, safety and social needs while on the other hand staff
members whos lower order needs like esteem and self actualization needs. The reason
behind this difference can be variable such as education, family background and cultural
environment. But the important aspect, which should be taken care, is fulfillment of
desired needs at every level. If the organizational fails to fulfill needs of its employees
ultimately it results in non-fulfillment or targeted result. For example to fulfill esteem
needs (particularly recognition needs) an employee work hard to bring better result out of
his work. He leaves no stone unturned in achieving the set target in the best possible
manes. In return of this hard and dedicated labour the employee looks forward to have
recognition within the department and in the organization as a whole. The recognition
encourages the employee to put more of his labour in fulfilling the task still in the better
way. Apart from this he also becomes an example for others. As a result they are to
motivate. On the contrary, if this employee not rewarded appropriately that will result in
lower morale and employee will not repeat this enthusiastic behavior again,
simultaneously effecting the organizational target. So in the present scenario, this is

responsibility of HR department to find out what are various needs of employees, what
are the policies and procedures from which the employees are not satisfied and
accordingly suitable steps should be taken to boost the morale of employee.

MONEY AS A MOTIVATOR
The importance of money as a motivator has been consistently downgraded by most
behavioral scientists. They prefer to point out the value of challenging jobs, goals, and
participation on decisions making, feedback, cohesive work teams, and other non
monetary
factors as stimulants to employee motivation. We agree otherwise here that money is the
crucial incentives to work motivation. As a medium can purchase the numerous, needsatisfying things they desire. Furthermore, money also performs the function of a
scorecard, by which employees assess the value that the organization places on their
services and by which employees can compare their value to others. Money improved in
employees performance.

MONEY DOESNT MOTIVATES MOST EMPLOYEES TODAY

Money can motivate some people under some conditions, so the issue is not really
whether or not money can motivate. The answer to that is it can! the more relevant
question is does money motivate most employees in the workforce today to higher
performance? The answer to this question, well argue, is No.
For money to motivate an individuals performance, certain conditions must be met. First,
money must be important to the individuals. Second, money must be perceived by the
individual as being a direct reward for performance. Third, the marginal amount of
money offered for the individual, as being significant must perceive the performance.
Finally, management must have the discretion to reward high performers with more
money.
Money is not important to all employees. High achievers for instance, are intrinsically
motivated. Money should have impact on these people. Similarly, money is relevant to

those individuals with strong lower-order needs, but for most of the workforce, lowerorder needs are substantially satisfied.
Money would motivate if employees perceived a string linkage between performance and
rewards in organizations, unfortunately, pay increase are far more often determined by
levels of skills and experience, community pay standards, the ational cost of living index,
and the organizations current and future financial prospects than by each employees
level of performance.
So might be theoretically capable of motivating employees to higher levels of
performance, but most managers are not given enough flexibility to do much about it.

TECHNIQUES OF MOTIVATION
Every management tries to spacing certain motivational techniques which can be
employed for improving performance of its employees. The techniques may not be
similarly useful in all types of concerns. Some techniques may be suitable employed in
one concern; others may be useful in another concern and so on. Motivational techniques
may be of two types i.e., financial and non financial.
Financial motivators
Financial motivators may be in the form of more wages, salaries, profit-sharing, leave
with pay, medical reimbursement bonus, company paid insurance of any other things that
may be given to employees for performance. Money is the most important motivator to
people who are young and raising their families. For some persons money remains to be a
motivator and for others it may never be. Besides all money can motivate people if their
wages are related to their performance.

Non-financial motivators
Under non financial motivators the employees is not given more money. He, is rather
given more chances of promotion, job security, respect and appreciation under non
financial incentives. Thus, non-financial incentives include those factors which do not

indirectly he may be receiving financial benefits. Modern managers make use of all types
of motivators i.e., positive, negative, financial, non-financial.
Motivational techniques are utilized to stimulate employee growth. The purpose of
motivation is to develop conditions in which people are willing to work with zeal, interest
and enthusiasm.
Incentives motivation:An incentive or reward can be anything that attracts a workers attention and
stimulates him to work, when the question comes of incentive motivation, the answer can
not be said to be a perfect one but satisfactory. It is said that people work for incentives in
the form of Ps which are as follows:
1.

Praise

2. Prestige

3. Promotion

The first motivator praise exists to a great extend in I.A.F.Ltd. The employees in I.A.F
Ltd. are promoted on regular basis. The promotion is not generally based on experience
but on work done basis and hence acts as one of the technique of motivation.
1. Marriage gift scheme:- with a view to promote cordial relations with the employees,
the company has been given gifts on the occasions of marriages of either the
employees themselves or their dependent children marriage gift schemes.
2. Wage and salary:- one of the most important technique of motivation is an
appropriate

wage and salary the salary given to the employees are in accordance to

their work and job.

3. Medical reimbursement:- only those employees are covered under this scheme
which are not being covered under the ESI scheme.
Reimbursement of medical expenses to eligible employees will be for: self, spouse,
unmarried daughter, unemployed son, dependent parents
4. Suggestion and reward system:- This scheme was introduced by the management to
create an environment which employees are encourage and motivate to give
constructive suggestions for improving the overall profitability of the company the
management believes that employees have tremendous capability and desire to make
the company prosper in every field.

5. Self motivation: - In I.A.F.Ltd., self motivation exists to a great extent, the urge or
desire that should come from within the individuals exists in the employees of the
organization. The employees believe in themselves that they are capable of
performing the given task smartly and efficiently, arrives from with on the individuals
not from some one else.
6. Conveyance facility/allowance:-The Company provides conveyance facility to
female workers from industrial establishment to their place of residence and male
workers get conveyance allowance.
Other financial motivators designed by I.A.F.Ltd., Murthal includes: Leave with pay includes casual, sick, and earned leaves
Attendance allowance
Conveyance allowance
House rent allowance
Child education allowance
Provident fund
Employee state insurance corporation scheme
Appraisal, praise or recognition
When an employee does his work well, he naturally wants it to be praised and recognized
by his boss and peers. Some attempts have been made in I.A.F .Ltd., like
Attention to the suggestion of the individual
Working conditions
Job in accordance to qualification and experience
Training development programmes.

Strong v/s. Weak Culture

Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values.
Conversely, there is weak culture where there is little alignment with organizational values and control must be
exercised through extensive procedures and bureaucracy.
Where culture is strongpeople do things because they believe it is the right thing to dothere is a risk of another
phenomenon, Groupthink. "Groupthink" was described by Irving L. Janis. He defined it as "...a quick and easy way
to refer to a mode of thinking that people engage when they are deeply involved in a cohesive ingroup, when
members' strivings for unanimity override their motivation to realistically appraise alternatives of action." This is a
state where people, even if they have different ideas, do not challenge organizational thinking, and therefore there is
a reduced capacity for innovative thoughts. This could occur, for example, where there is heavy reliance on a central
charismatic figure in the organization, or where there is an evangelical belief in the organizations values, or also in
groups where a friendly climate is at the base of their identity (avoidance of conflict). In fact groupthink is very
common, it happens all the time, in almost every group. Members that are defiant are often turned down or seen as a
negative influence by the rest of the group, because they bring conflict, through reliance on established procedures.
Innovative organizations need individuals who are prepared to challenge the status quobe it groupthink or
bureaucracy, and also need procedures to implement new ideas effectively.
Whether an organizations culture is strong or weak or somewhere in between depends on factors such as the size of
the organization, how long it has been around, how much turnover there has been among the employees, and the
intensity with which the culture was originated.

Organizational Culture Versus National Culture

The research indicates that national culture has great impact on employees rather than their organizations culture.
German employees at IBM facility in Munich, therefore, will be more influenced by German culture rather than
IBMs culture.
The preceding conclusion i.e., national culture is much more influential in shaping employee behavior than
organizations culture, has to be qualified to reflect the self-selection that goes on at the hiring stage. A British
multinational corporation, for example, is likely to be less concerned with hiring the typical Italian for its Italian
operations than in hiring an Italian who fits with the corporations way of doing things. We should expect, therefore,
that the employee selection process will be used by multinationals to find and hire job applicants who are good fit

Organizational Culture Evolution

Arthur F Carmazzi states that the dynamics of organizational culture are an evolutionary process that can change
and evolve with the proper Psychology of Leadership.

Foundations of Culture Evolution

At each level of Organizational Evolution, people will be working, acting, thinking, and feeling at different levels of
personal commitment. Carmazzis Directive Communication psychology classifies these levels commitment as:
1.

The level of Individual

People rely on personal skill and the direction from Leaders. When working on the plane of SKILL people work
at the level of Individual. They work because it is required and use and develop their skill because it maintains the
security related to their job.
2.

The Level of Group

People have an emotional connection to their work. This has further developed their attitude for success. They thrive
on an environment of personal growth and others who have the same Attitude. When working on the plane of
ATTITUDE, people work at the level Group. They take on additional tasks and even apply more effort to their
job. Unlike those working at the level of Individual, they do not need to be told what to do, only to be guided to a
direction.
3.

The Level of Organization

The Pinnacle of greatness comes when individuals see their work as their purpose. People see a greater purpose to
the work they do, something greater than the individual, or the group. The organization is the vehicle to doing and
becoming something greater than themselves. When working on the plane of SELF ACTUALIZATION, people
work at the level of Organization. At this level of commitment, an individual will do for the organization the same
he would do for himself. The individual and the organization (and all its components and people) are one.

Insights on Evolving Corporate Culture

According to Carmazzi, each culture affects the effectiveness and level of commitment of the people within that
culture. And that perpetuates the psychology that creates the culture in the first place. In order to break the cycle and
evolve a culture and the commitment of those in it, leaders need to understand their role in the psychological
dynamics behind the culture and make adjustments that will move it to the next level. Carmazzi has stated 5 levels
of Organizational Culture.

1.

The Blame culture

This culture cultivates distrust and fear, people blame each other to avoid being reprimanded or put down, this
results in no new ideas or personal initiative because people dont want to risk being wrong. The majority of
commitment here is at the level of Individual
2.

Multi-directional culture

This culture cultivates minimized cross-department communication and cooperation. Loyalty is only to specific
groups (departments). Each department becomes a clique and is often critical of other departments which in turn
create lots of gossip. The lack of cooperation and Multi-Direction is manifested in the organizations inefficiency.
The majority of
personal commitment in this culture borders on the level of Individual and level of Group.
3.

Live and let live culture

This culture is Complacency, it manifests Mental Stagnation and Low Creativity. People here have little future
vision and have given up their passion. There is Average cooperation and communication and things do work, but
they do not grow. People have developed their personal relationships and decided who to stay away from, there is
not much left to learn. Personal commitment here is mixed between the level of Individual and level of Group.
4.

Brand Congruent Culture

People in this culture believe in the product or service of the organization, they feel good about what their company
is trying to achieve and cooperate to achieve it. People here are passionate and seem to have similar goals in the
organization. They use personal resources to actively solve problems and while they dont always accept the actions
of management or others around them, they see their job as important. Almost everyone in this culture is operating at
the level of Group.
5.

Leadership Enriched Culture

People view the organization as an extension of themselves; they feel good about what they personally achieve
through the organization and have exceptional Cooperation. Individual goals are aligned with the goals of the
organization and people will do what it takes to make things happen. In this culture, Leaders do not develop
followers, but develop other leaders. Almost everyone in this culture is operating at the level of Organization.

Culture Maintenance
Once an organizational culture has evolved to a higher level, the challenge lies in maintaining it.
To continuously develop an organizations people -as well as new staff, there are practices within
the organization that act to maintain it by giving employees a similar set of experiences. Three
forces play a very important role in sustaining culture: selection practices, the actions of top
management, and socialization methods.

1. Selection
The explicit goal of the selection process is to identify and hire individuals who have knowledge,
skills and abilities to perform the jobs within the organization successfully. Typically, more than
one candidate will be identified who meets any given job requirements. When that point is
reached, it would be nave to ignore that the final decision as to who is hired will be significantly
influenced by the decision makers judgement of how well the candidates will fit into the
organization. This attempt to ensure a proper match, results in the hiring of people who have
values essentially consistent with those of the organization. Also the candidates can self select
themselves out of the applicant pool in case there is a conflict between organizational values and
theirs.
2. Top Management
The actions of top management have a major impact on the organizations culture. Through what
they say, how they behave, senior executives establish norms that filter down through the
organization as to whether risk taking is desirable; how much freedom managers should give
their employees; what is appropriate dress; what actions will pay off in terms of pay raises,
promotions, and other rewards; and the like.

3. Socialization
Socialization refers to the process that adapts employees to the organizations culture. Since the
new employees are unfamiliar with the organization, they are potentially likely to disturb the
beliefs and customs that are in place. Thus, socialization becomes important.
E.g. All new employees at Starbucks, the large coffee chain, go through 24- hours of training.
Classes are offered on everything necessary to turn the new employees into brewing consultants.
They learn the Starbucks philosophy, the company jargon and even help customers make
decisions about beans, grind, and espresso machines. The result is employees who understand
Starbucks culture & who project an enthusiastic and knowledgeable interface with customers.

Socialization can be conceptualized as a process made up of three stages:

i.

Pre arrival Stage: the period of learning in the socialization process

that occurs before

a new employee joins the organization.

ii.

Encounter Stage: the stage in which the employee sees what the organization is really
like and confronts the possibility that

expectations and reality may diverge. Where

expectations and reality differ, the new employee must undergo that will detach him
from the previous assumptions and replace them with another set that the organization
deems desirable.
iii.

Metamorphosis Stage: the stage in which a new employee changes

job, work group, and the organization.

and adjusts to the

P
r
e
a
r
r
i
v
a
l
A SOCIALIZATION MODEL

Organizational culture and change

STRATEGIES FOR CHANGING AN ORGANIZATION'S CULTURE
When one wants to change an aspect of the culture of an organization one has to keep in consideration that this is a
long term project. Corporate culture is something that is very hard to change and employees need time to get used to
the new way of organizing. For companies with a very strong and specific culture it will be even harder to change.
Cummings & Worley give the following six guidelines for cultural change.
1.

Formulate a clear strategic vision.

In order to make a cultural change effective a clear vision of the firms new strategy, shared values and behaviors is
needed. This vision provides the intention and direction for the culture change.

2.

Display Top-management commitment.

It is very important to keep in mind that culture change must be managed from the top of the organization, as
willingness to change of the senior management is an important indicator.
3. Model culture change at the highest level.
In order to show that the management team is in favor of the change, the change has to be notable at first at this
level. The behavior of the management needs to symbolize the kinds of values and behaviors that should be realized
in the rest of the company.

4. Modify the organization to support organizational change

The fourth step is to modify the organization to support organizational change.
5. Select and socialize newcomers and terminate deviants
A way to implement a culture is to connect it to organizational membership, people can be selected and terminate in
terms of their fit with the new culture.
6. Develop ethical and legal sensitivity
Changes in culture can lead to tensions between organizational and individual interests, which can result in ethical
and legal problems for practitioners. This is particularly relevant for changes in employee integrity, control,
equitable treatment and job security.

THE FOUR COMPONENTS OF EVERY ORGANIZATION

Organizations are comprised of four major components:
i.

Physical (the visible aspects of the organization)

ii.

Infrastructure (the systems and processes for directing and managing work)

iii.

Behavioral (the daily actions and reactions of employees), and

iv.

Cultural (the underlying assumptions, values, beliefs and norms that shape daily behavior).

While implementing change at the "higher" levels is possible, as the following graphic suggests, the durability of the
change is short-lived without change at the underlying cultural level.

REVIEW OF EXISTING LITERATURE

To research any problem, it is necessary to review the existing literature. Various studies relating
to different aspects of recruitment have been conducted in the past. A brief review of some of the
major studies in recent years is given below.
R.S. Diwivedi (1998) concluded that Motivation is a major determinants of productivity.
Motivation refers to inter striving conditions called wishes, desires, drives, etc. There is three
kinds of motives: psychological, socio-psychological and general. There exists diverse view
relating to motivation. Theories of motivation are classified as contents and process oriented.
The content theory tell what motivates people but indicates people very little about how
motivation is expressed. The process theories interpret the underlying process of motivation and
indicates how to motivate people.
Moorhead Griffin (2002) explains the equity theory of motivation assumes that people
want to be treated fairly. It hypothesizes that people compare their own input-to-outcome ratio in
the organization to the ratio of a comparison other. If they feel their treatment has been
inequitable, they take steps to reduce the inequity. Expectancy theory is based on the assumption
that people are motivated to work toward a goal if they want it and think they have a reasonable
chance of achieving it.
Archna Tyagi (2002) sys that motivation is the extent to which persistent effort is
directed toward a goal. Intrinsic motivation stems from the direct relation ship between the
worker and the task and is usually self-applied. Extrinsic motivation stems from the environment
surrounding the task and is applied by others.
Fred Luthans (1997) explains Motivation is probably more closely associated with
micro prospective of organization behavior than in any other topic. A comprehensive
understanding of motivation includes the need-drive incentive sequence, or cycle. The basic
process involves needs, which set drives in motion to accomplish incentives. The drives or
motives may be classified into primary, general, and secondary categories. The primary motives
are unlearned and psychologically based. The general motives are also learned but are not

psychologically based. Secondary motives are learned and are most relevant to the study of
organization behavior.
Jerald Greenberg Robert A. Baron (2002) Defines motivation is concerned with the set
of processes that arouse, direct and maintain behavior toward a goal. It is not equitant to job
performance, but it is not of several determinants in job performance. Todays work ethic
motivates people to seek interesting and challenging jobs instead of simply money.
Stephen P. Robbins (2001) explains Motivation is a general inspirational process which
gets the members of the team to pull their weight effectively, to give their loyalty to the group, to
carryout properly the tasks that they accepted and generally to play an effective part in the job tat
group has undertaken. Motivation means a process of stimulating people to action to accomplish
desired goals.
Paul Mersey (1997) defines motivation as the driving force within the individual that
peoples him or her towards a behavior or action. Motivation is a psychological concept that
generates with in an individual. It is an inner feeling which energies a person to work more.
Management tries to utilize all the sources of production in a best possible manner. This can be
achieved only when employees cooperate in this task. Efforts should be made to motivate
employees for contributing their maximum.

Justification of the Study

Review of literature indicates that many studies have been conducted in this area but no one has
made in depth study about the motivation level of employees in business organization.
Motivation is a psychological concept that generates with in an individual. It is an inner
felling which energies a person to work more. The purpose of motivation is to crate conditions,
in which people are willing to work with zeal, initiative, interest and enthusiasm with a high
personal and group moral satisfaction, with a sense of responsibility, loyalty and with pride and
confidence in a most cohesive manner so that the goals of an organizational are achieved
effectively. Motivational techniques are utilized to stimulate employee growth; this was indicated
by Clarence Francis when he was chairman of general foods. He said you can buy a mans time,
you buy a mans physical presence at a given place, you cannot even buy a measured number of
skilled muscular motions per hour or day, but you cannot but enthusiasm, you cannot buy
imitative, you cannot but loyalty, you cannot buy devotions of hearts, minds and souls. You have
to ear these things. If a manager wants to get work done by his employees, he may either hold
out a promise of a reward for them for doing work in a better or improved way, or he may
constrain them, by instilling fear in them or by using force, to do the desired work.

OBJECTIVE OF THE STUDY

1. To study the important factors which are needed to motivate the employees in an
organization

2. To study the effect of monetary and non-monetary benefits provided by the organization
on the employees performance.

3. To learn the employees satisfaction on the relationship exists in the organization.

4. To provide the practical suggestion for the improvement of organizations performance.

HYPOTHESIS
To guide the empirical part of the work, the following Hypothesis are set up for study:
I.

Motivation in public sector undertaking is less when compared to private sector.

II.

Financial motivations are just part of the motivation techniques not the important part
of the motivation techniques.

III.

The motivation level of the employees depends upon their perception.

IV.

The motivators differ from time to time, place to place and situation to situation and
person to person.

RESEARCH METHODOLOGY
RESEARCH DESIGN:Exploratory in nature. I have to study the responses of the employees on the
various jobs related factors and based on the reports I have to explore the factors that
motivate the employees.
SCOPE OF THE STUDY:This study is going to help the org. in identifying the causes of satisfaction and
dis satisfaction among the employees which can be reinforce and rectified accordingly
to incure the motivation level of employees this will also help the org. in improving the
contents of the complete package it is offering to the employees in terms of promotion,
job content, learning opportunity etc.
UNIVERSE: - Staff employees & Workers
SAMPLE SIZE: - 20% of the universe
SOURCE OF DATA COLLECTION:a) PRIMARY SOURCES: - Direct interview, questionnaire-structured & multiple
choice
Questions
b) SECONDARY SOURCES: - Records, manuals & through books
A questionnaire was prepared to get information about the project and to know the
motivation level of employees. The responses were further tabulated as per the weightage
of responses. For these purpose a structured, multiple choice questionnaire was used.

ANALYSIS AND REPORTING THE FINDINGS:

Compilation of data through tabulation

Presentation findings through graphs

Suggestions and conclusions

ANALSIS AND INTERPRETATION

The data after collection has to be processed and analysis in accordance with the outline
laid down for the purpose at the time of developing the research plan.
This is essential for ensuring that we have all relevant data for making contemplated
comparison and analysis. As has been stated above, the data is being collected through
questionnaire. Here the analysis is done through graphical representation. The answer to
the questionnaire will be evaluated thoroughly and well show the complete Analysis of
data. Finally, it will provide the complete picture of results.

WORKING CONDITIONS OF THE ORGANISATION

Scale

%of Respondents

65

15

15

Scale: A =HIGHLY SATISFIED B =SATISFIED C =NEITHER SATISFIED NOR DISSATISFIED

D =DISSATISFIED E =HIGHLY DISSATISFIED

INTERPRETATION:
The analysis shows that 70% of the sample is satisfied with the working conditions.
The 15% of the sample is dissatisfied and remaining 15% is neither satisfied nor
Dissatisfied.

SATISFACTION LEVEL OF DESIGNATION

Scale

% of Respondent

50

20

20

10

Scale: A =HIGHLY SATISFIED B =SATISFIED C =NIETHER SATISFIED NOR DISSATISFIED

D =DISSATISFIED E =HIGHLY DISSATISFIED

Scale

% of Respondents

15

65

10

10

INTERPRETATION:

50% of the employees are satisfied with their designation.

30% of the employees feel that they are designation below average.

SATISFACTION LEVEL OF RESPONSIBILITY & AUTHORITY

Scale: A =HIGHLY SATISFIED B =SATISFIED C =NEITHER SATISFIED NOR DISSATISFIED

D =DISSATISFIED E =HIGHLY DISSATISFIED

INTERPRETATION:

80% of the employees are satisfied with the authority and responsibilities given

to them.

10% of the sample is dissatisfied.

WORKING ENVIRONMENT IN THE ORGANISATION

Scale

% of Respondents

25

25

25

20

Scale: A=FRIENDLY

B=ENCOURAGING C=COMPETITIVE D=COOL E=DISPUTED

INTERPRETATION:
The studies shows the positive result that the environmental is friendly
competitive, & encouraging.

But some employees feel the environment is disputed.

COMMUNICATION WITH SUPERIORS

Scale

% of Respondents

15

65

20

Scale: A= ALMOST ALWAYS

E=NOT AT ALLL

INTERPRETATION:

B= MOSTLY C= SOMETIMES D= RARELY

 Majority of the employees are satisfied that they are getting clear and two
way communication.

80% of the employees are satisfied and 20% are not so satisfied.

ATTITUDE OF SUPERIORS TOWARDS THE PROBLEM OF

SUBORDINATS

Scale

% of Respondents

10

25

40

25

Scale: A=HOSTILE B=INDIFFERENT C=ENCOURAGING D=UNDERSTANDING

Scale

% of Respondents

25

25

35

15

E=PROBLEM
SOLVING

INTERPRETATION:

10% of the employees indicated that there bosss attitude as hostile.

40% of the employees found to be understanding & 25% is problem solving.

SUPERIORS INVOLVES SUBORDINATES WHILE TAKING DECISIONS

Scale: A= ALMOST ALWAYS B= MOSTLY

C= SOMETIMES D= RARELY

E= NOT AT ALL

INTERPRETATION:

50% of the employees have admitted that the superiors involve them while
taking decisions.

Remaining of the employees responded negatively.

SUPERIORS INVITE THEIR SUBORDINATES FOR AN INFORMAL

DISCUSSION

Scale

% of Respondents

25

35

35

Scale: A=ALMOST ALWAYS

B=MOSTLY C=SOMETIMES D=RARELY E=NOT AT ALL

INTERPRETATION:
30% of the employees are satisfied.

70% of the employees are not so satisfied.

RELATIONSHIP WITH THE COLLEAGUES

Scale

% of Respondents

20

60

20

Scale: A=HIGHLY SATISFIED

B=SATISFIED C=NEITHER SATISFIED NOR DISSATISFIED

D=DISSATISFIED E=HIGHLY DISSATISFIED

INTERPRETATION:

The majority of employees responded positively. They feel friendly relations

with their colleagues.

But 20% are neither satisfied nor dissatisfied.

ARE EMPLOYEES SATISFIED WITH THE SALARY PACKAGE

Scale

% of Respondents

30

40

20

10

Scale: A= HIGHLY SATISFIED B=SATISFIED C= NEITHER SATISFIED NOR DISSATISFIED

D =DISSATISFIED E= HIGHLY DISSATISFIED

INTERPRETATION:

Only 30% of employees are satisfied with their salary package and 30%
are dissatisfied.

PRESENT PERFORMANCE APPRAISAL PROCEDURE

Scale

% of Respondents

60

20

15

Scale: A=HIGHLY SATISFIED

D=DISSATISFIED

B=SATISFIED C=NEITHER SATISFIED NOR DISSATISFIED

E=HIGHLY DISSATISFIED

INTERPRETATION:

65% are in favor of present performance appraisal system but 15% are not
satisfied.

ARE EMPLOYEES SATISFIED WITH THE ORGANIZATION CULTURE

Scale

% of Respondents

15

40

30

15

Scale: A=HIGHLY SATISFIED

B=SATISFIED C=NEITHER SATISFIED NOR DISSATISFIED

D=DISSATISFIED E=HIGHLY DISSATISFIED

INTERPRETATION:

55% of the employees are satisfied with the benefits offered to them. While
40% are not satisfied.

SATISFIED WITH THE CAREER DEVELOPMENT PROGRAMMES

Scale

% of Respondents

25

45

25

Scale: A=ALMOST ALWAYS

B=MOSTLY C=SOMETIMES D=RARELY E=NOT AT ALL

INTERPRETATION:

30% of the employees responded that the company is planning their career
but the remaining employees found that these programmes are not conducted
on regular basis.

TO WHAT EXTENT DO THE SUPERIORS AND THE COLLEAGUES

TAKE PAINS TO HELP AN EMPLOYEE WHO WANTS TO LEARN
MORE ABOUT HIS JOB?

Scale

% of Respondents

20

40

40

Scale: A=TO A GREAT EXTENT

B=TO A CONSIDERABLE EXTENT C= TO A SOME EXTENT

D= TO A LITTLE EXTENT E=NOT AT ALL

INTERPRETATION:

60% of the responses are positive that they are satisfied but remaining
40% are satisfied to a little extent.

HIGHER LEVEL AWARE THE PROBLEMS OF THE LOWER LEVEL

Scale

% of Respondents

45

40

10

Scale: A=TO A GREAT EXTENT

B=TO A CONSIDERABLE EXTENT C=TO A SOME EXTENT

D=TO A LITTLE EXTENT E=NOT AT ALL

INTERPRETATION:

50% of the samples said that the higher level is aware of their problems.
The 50% of the employees are satisfied to little extent.

ARE REWARDS GIVEN ON THE BASIS OF VALID REASONS

Scale

% of Respondents

10

40

30

15

Scale: A=ALMOST ALWAYS

B=MOSTLY C=SOMETIMES D=RARELY

E=NOT AT ALL

INTERPRETATION:

50% of the employees feel that the rewards are given on fair basis.
20% of the employees feel that the reward may be bias.

DO YOU RECEIVE THE ADEQUTE RECOGNITION FOR THE

EXTRA EFFORTS

Scale

% of Respondents

20

35

30

10

Scale: A= ALMOST ALWAYS

B=MOSTLY C=SOMETIMES

D=RARELY

E=NOT AT ALL

INTERPRETATION:
50% of the employees said that they always get recognition for extra work
but remaining are not satisfied.

SATISFACTION REGARDING GRIEVANCES HANDLING PROCEDURE

Scale

% of Respondents

10

50

15

15

10

Scale: A=STRONGLY AGREE

B=AGREE C=NEIGHTER AGREE NOR DISAGREE D=

DISAGREE
E=STRONGLY DISAGREE

INTERPRETATION:

60% of the employees are satisfied with the grievances handling procedure
but the remaining are not to satisfied.

FINDINGS
Working conditions of the organization:-

The study shows that the majority of the employees are satisfied. This is because there is an
assumption that working conditions and satisfaction are interrelated contradicts the two
factor theory of motivation. According this theory working conditions are part of
maintenance factors which, when provided help to remove dissatisfaction.

Satisfaction level of designation:An appropriate level and well meaning designation is definitely a positive motivated.
Because the study shows that 50% of the employees are satisfied and 30% are not satisfied
with their designation. Higher designation is perceived by the employees to raise their social
status. Even a change in designation without any substantial rise in salary and perks may give
lot of satisfaction to most of the employees.

Satisfaction level of responsibility and authority:The study shows that the employees are satisfied with the authority and responsibility given
to them. Because responsibility without adequate authority, may most of the times, leave an
employee confused and indecisive, because in the absence of authority he may at times, not
be able to take prompt decision resulting in delayed action on his part.

Working environment in the organization:It is important that the atmosphere in which the employee works is very friendly and
cooperative. The study shows that the positive result that the environment is friendly,
encouraging and competitive.

Communication with superiors:The importance of communication has increased with the increase in the size of business,
growing competition and advancement in technology. Like the study shows that some of the
employees are so satisfied. So there should be an effective, clear and two way
communications between superiors and subordinates.

Attitude of superiors towards the problems subordinates:-

The attitude of superiors should be friendly and understanding towards their subordinates.
They should help them in solving problems. The study shows that the most of the employees
indicate that the Attitude of superiors towards their problem is Hostile and problem solving
and help their employee who wants to learn more about his job.

Superior involves subordinates while taking decisions:The study shows that the (50%) of the employees are involved in taking decision and
remaining are not satisfied. So the employees are allowed to given their ideas, suggestion.
This can increase employee commitment to work, productivity, goals and motivation. Higher
level should take interest in the problem of the lower level.

Relationship with colleagues:There should be a cordial relationship between the employees. The study results that the
employees are having good relations with their colleagues.

Employees are allowed to take decision to solve their problems:Employees are given authority to take decision to solve their problems. The study shows that
some of the employees are not satisfied because they have not much authority to take
decision.

Satisfied with the salary package:The study shows that some of the employees are satisfied and some of them are not satisfied
because the job responsibilities are more and the salary paid is not accordance with it. It is
one of the most important motivating factors. So the salary should be given on time.

Present performance appraisal procedure:Performance appraisals are done to translate feedback on past performance for future
improvement in an employees performance. It can be used for promotions, transfers,

evaluation of an employee. Because some of the employees are satisfied so it should be done
on regular basis-half yearly or annually.

Satisfaction level of welfare schemes:Benefits are often perceived as indirect pay by the employees. The company is providing
medical benefit scheme, marriage gift scheme and death relief fund. Due to the schemes most
of the employees are satisfied but some of them are not so satisfied.

Satisfaction from training and development programme:The study shows that the employees are not so satisfied with training programme and growth
opportunity. So the training programmes and growth opportunity are directed towards
maintaining and improving current job performance, while development programmes, seek to
develop skills for future jobs. It is the responsibility of the management to identify the
training needs of its employees and done initiate, appropriate training efforts.

Rewards are given on valid reason:When an employee does his work well, he naturally wants it to be praised and recognized by
their superiors. Whenever an employee does his work well recognized in the form of praise
and assignment of more interesting task is being given to the employees which motivates
them. The study shows that the most of the employees are satisfied.

Self development and career development:The study shows that the employees are not satisfied with career development and self
improvement programme. So the companys duty is to organize these programmes on regular
basis to develop the career of their employees.

Grievance handling procedure:The superiors listen to grievances of his subordinates and tries to remove them as soon as
possible. If he unable to solve the problem, he takes up the matter with higher level of
management.

CONCLUSION
There have been innumerable studies & research projects conducted by many an organization
but it can be easily concluded that no study showed that 100% of employees in an
organization were fully satisfied. It has always been tried to find out the factors, which
motivate the employees most. There has been no satisfactory answer until today. Various
researchers have been undertaken to find out motivating factors but no generalization could
be reached. The human nature is so complex that it responds unpredictably at different times.
The motivators differ from time to time, place to place and situation to situation and person
to person. The same set of factors may motivate some persons but not at all, the same factors
may motivate the same person at a different time and so on.
In my project ORGANIZATION CULTURE AND ITS RELATIONSHIP WITH EMPLOYEE MOTIVATION AND OVERALL
PERFORMANCE

I have studied the following points:

Designation
Working environment
Training & development

Relationship with colleagues

Performance appraisal

Career development
Recognition

Communication

Welfare schemes

Freedom of taking decisions

Majority of the employees has satisfied with the working conditions and has
average level of satisfaction towards designation and the authority and responsibility given to
them. Almost all the employees responded that communication in the organization is open,
effective and two ways. They found that working environment is co-operative and friendly
having cordial relation with the colleagues.
The study shows that the employees are not satisfied by the self-development and
training and growth opportunities prevailed in the company. Some of the employees found
that they are sometimes or rarely involved in taking decisions or in informal discussions.
They are unsatisfied with the promotion and reward scheme and also unsatisfied with the
performance appraisal procedure. They found that the higher level is little aware of the
problems of the lower level.
So, at the end, it can be concluded that though there are some employees who are
not satisfied with the working conditions but majority of the employees is fairly satisfied
with the work culture at . Therefore, management should introduce new techniques and
welfare schemes to motivate the employees.

SUGGESTIONS

Present working conditions are appropriate up to an extent but still some

Improvements are required.

Working environment should be co-operative and friendly.

Communication gap exists between management and employees sometimes. So, proper
channel of communication should be used.

While making discussions on matters related to employees, they should be asked to give
their suggestions.

Performance appraisal procedure should be carried out on regular basis.

Employees should be aware of the weakness for their betterment.

Management should introduce new benefits and welfare schemes.

Training programs should not be on pages but they should be appropriately carried out.

Self development and training needs of employees should be fulfilled.

There should be an effective co-ordination between various departments.

Employees must be constantly informed of company objectives, policies, procedures and

authority.

Monthly review meeting must be arranged in order to gain more confidence of

employees.

LIMITATION

There were few limitations, which were encountered during the project. They are as follows:
The sample size does not represent the true population.
Some of the employees did not took the questionnaire seriously.
Some of the respondents were hesitant to fully disclose the information.
Time is limited.

BIBLOGARPHY

ORGANISATIONAL BEHAVIOUR
BY STEPHEN.P. ROBBINS
PERSONNEL MANAGEMENT
BY C.B.MEMORIA
PERSONNEL MANAGEMENT
BY ADWIN FLIPPO
RESEARCH METHODOLOGY, METHODS AND TECHNIQUES
BY C.R.KOTHARI

QUESTIONNAIRE
1. Are you satisfied with the existing working conditions of the organization?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied
2. Are you satisfied with your designation?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied

3. According to your task, are you satisfied with the responsibility and authority given to
you?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied
4. How do you find the working environment in the organization?
a)

Friendly

b)

Encouraging

c)

Competitive

d)

Cool

e)

Disputed

5. Do you get clear communication from your superiors?

a) Almost always
b) Mostly
c) Sometimes
d) Rarely
e) Not at all
6. What is the attitude of superiors towards your problems?
a)

Hostile

b)

Indifferent

c)

Encouraging

d)

Understanding

e)

Problem Solving
7. Does you superiors involve you while taking decisions?
a) Almost always
b) Mostly
c) Sometimes
d) Rarely
e) Not at all
8. How often do superiors invite their subordinates for an informal discussion?
a) Almost always
b) Mostly
c) Sometimes
d) Rarely
e) Not at all
9. Are you satisfied with the relationship that your colleagues are having with you?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied

d) Dissatisfied
e) Highly dissatisfied

10. According to your nature of job, are you satisfied with your salary package?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied
11. Are you satisfied with the present performance appraisal procedure?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied
12. Are you satisfied with the employees benefit, security & welfare schemes introduced
by the Organization?
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
d) Dissatisfied
e) Highly dissatisfied
13. To what extent do the superiors and the colleagues take pains to help an employee
who

wants to learn more about his job?

a)

To a great extent

b)

To a considerable extent

c)

To some extent

d)

To a little extent

e)

Not at all
14. To what extent are people in the higher levels aware of the problems of the lower
levels in the organization?

a)

To a great extent

b)

To a considerable extent

c)

To some extent

d)

To a little extent

e)

Not at all
15. Do you think company is planning your career development programmes?
a) Almost always
b) Mostly
c) Sometimes
d) Rarely
e) Not at all
16. How often are the rewards (such as praise and promotions) given strictly on the basis
of valid reasons?
a) Almost always
b) Mostly
c) Sometimes
d) Rarely
e) Not at all
17. Do you receive the adequate respect/ recognition for your extra efforts?
a) Almost always
b) Mostly
c) Sometimes
d) Rarely
e) Not at all

18. There is a general feeling that grievances of the employees are handled properly. To
what extent do you agree with this statement?
a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree