CHAPTER - 1

INTRODUCTION

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

A wonderful creation of man brought significant and paradigm shifts in
our day-to/day life. The people make or mar the organization. According
to L F Urwick Business houses are made or broken in the long run not by
markets or capital, patent or equipment by men managing men has
become a task of trauma. As it is said, by father of ps ychologist Sigmund
Freud that, beats are better than some men. Sometimes we find such men
in the organization and managing these men is a task. Managing this task
is Human Resource Management.
An organization is nothing without Human Resource. Of all the resources
manpower is the only resources, which does not depreciate with the
passage of the time. The term Human Resource is a resource like any
natural resources (i.e.) management can get and use the skills, knowledge,
ability etc. Through the development of multi-facets, skill tapping and
utilizing them again and again by developing a positive attitude among
employees. From the view point of the organization Human Resource
Management is the process of efficiently getting activities completed with
and through other people.

In the process of glamorous globalization Human resource management

was heralded as a new era of human people oriented employment
management and derided as a blunt instrument to bully workers. But
the former proved a value and this value stabilized and strengthen the
Silicon Valley and Silicon Valleys of India. Human Resource Management
concerned the human side of the management of enterprises and employees
relations with their firm.
The employees of a company i.e. its Human Resources are understood in
and used in such a way that the employer obtains the greatest possible
benefit from their abilities and the employees obtain both material and
psychological rewards from their work. Human Resource Management sees
employees

as

assets

to

be

used

strategically

through

their

close

involvement with the organization and by raising employees levels of

commitment to the aims and requirements of the firms. Now a days
employees are encouraged to welcome change, to be innovative, quality
conscious and flexible.

HRM AS CENTRAL SUBSTSTEM IN AN ORGANIZATION

As a central subsystem, HRM interacts closely and continuously with all

other subs ystem of an organization. The quality of people in all subsystem
depends largely upon the policies, programmes and practices of the HRM
subsystems. The quality of Human Resource determines in turn the success
of the organization.
HRM become very significant in recent decades due to the following
factors:

Growth of powerful nation wide trade union.

Increase proportion of women in the workforce.

Rise of professional and knowledgeable workers.

Growing expectations of society from employers.

Increase in the size and complexity of the organization.

Revolution

in

information

technology

that

might

effect

the

workforce.

Rapid

technological

developments

like

automation

and

computerization.

Rapidly changing jobs and skills requiring long term manpower

planning.

Widening scope of legislation designed to protect the interests of

the workforce.

HRM The new assumptions

Goal orientation (relationship orientation)

Participation and informed choice (control from top)

People are social capital cap able of development (people are

variable cost)

Seeks power equalization for trust and collaboration (seeks

power advantage for barg aining and confrontation)

Coincidence
development

of

interest

(self

between

inte rest

stakeholders

dominates

confl ict

can

be

between

stakeholders)

Proactive system wide intervention, with emphasis on fi t

linking HRM with strategic planning and cultural change (old
assumption

re active,

piecemeal

intervention

in

response

to

specifi c problem)

Out comes to HRM

According to the Harvard Researchers, the eff ectiveness of
the outcomes to HRM are:

Commitment

Competence

Congruence

Cost- eff ectiveness

Commitment
Concerns

employees

loyalty

to

the

org anization

person al

motivation and linking for their work. The degree of employee

commitment

might

be

assessed

via

attitude

surveys

labor

turnover and absenteeism statistics and through interview with

the workers who quit their jobs.

Competence

Relates to employees skills and abilities, training requi rements

and potential for higher work. These may be estimated th rough
employee

appraisal

system

and

the

preparation

of

skills

inventories. HRM policies should be designed to attract, retain

and motivate competent.

Congruence
Congruence means that management and workers share the same
vision of the organization goals and work together to attain them.
In

well-man aged

organization,

employees

at

all

levels

of

authority will share common perspectives about the factors that

determine its prosperity and futu re prospects.

Cost-effectiveness
Concerns operational effi ciency. HR should be used to the best
advantage and in the most productive ways. Outputs must be
maximized at the lowest input cost and the organizational must
be quick to resp ond to market opportunities and environmental
changes.

INTRODUCTION:

Motivation is one of the most important factors affecting human

behavior and performance. This
managers attach

great

is

the

importance to

one

of

the

motivation

in

reason

why

organizational

setting. Lipkert has called motivation has the core of management.

Effective directing

leads to effectiveness, both at organizational and

individuals levels. This requires the understanding of what individuals want

from

the

organization.

However,

what

individuals

want

from

the

organization has not been fully identified.

Inner strivings of individuals that direct behavior. Unsatisfied desires create the
motivation to act with purposeful behavior to achieve gratification.

Definition of Motivation:

A simple definition of motivation is the ability to change behavior. It is a drive that

compels one to act because human behavior is directed toward some goal. Motivation is
intrinsic (internal); it comes from within based on personal interests, desires, and need for
fulfillment. However, extrinsic (external) factors such as rewards, praise, and promotions
also influence motivation. As defined by Daft (1997), motivation refers to the forces
either within or external to a person that arouse enthusiasm and persistence to pursue a
certain course of action
People who are committed to achieving organizational objectives generally outperform
those who are not committed. Those who are intrinsically rewarded by accomplishments
in the workplace are satisfied with their jobs and are individuals with high self-esteem.
Therefore, an important part of management is to help make work more satisfying and
rewarding for employees and to keep employee motivation consistent with organizational
7

objectives. With the diversity of contemporary workplaces, this is a complex task. Many
factors, including the influences of different cultures, affect what people value and what is
rewarding to them.
From a managers perspective, it is important to understand what prompts people, what
influences them, and why they persist in particular actions. Quick (1985) presented these
four underlying principles that are important to understanding motivation:

People have reasons for everything they do.

Whatever people choose as a goal is something they believe is good for them.

The goal people choose must be seen as attainable.

The conditions under which the work is done can affect its value to the employee
and his or her perceptions of attainability or success.

When management was first studied in a scientific way at the turn of the twentieth
century, Frederick Winslow Taylor worked to improve productivity in labor
situations so important in those days of the developing Industrial Revolution.
Taylor developed efficiency measures and incentive systems. When workers were
paid more for meeting a standard higher than their normal production,
productivity

increased

dramatically. Therefore,

workers

seemed

to

be

economically motivated. At this time in history, social issues involved in human

behavior were not yet considered. Amore humanistic approach soon developed
that has been influencing management ever since.

During the late 1920s and early 1930s, Elton Mayo and other researchers from Harvard
University conducted studies at a Western Electric plant in Hawthorne, Illinois, to
measure productivity. They studied the effects of fatigue, layout, heating, and lighting on
productivity. As might be expected when studying lighting, employee productivity levels
increased as the illumination level was increased; however, the same effect was noted
when the illumination level was decreased. The researchers concluded that the attention
paid to the employees was more of a contributing factor to their productivity level than
the environmental conditions. The fact that paying attention to workers could improve
their behavior was called the Hawthorne effect. As a result of this research, it was evident
that employees should be treated in a humane way. These findings started the human
relations movementa change in management thinking and practice that viewed
increased worker productivity as grounded in satisfaction of employees basic needs.
8

[Many years later, it was discovered that the workers in the Hawthorne experimental
group had received an increase in income; therefore, money was probably a motivating
factor, although it was not recognized as such at the time. (Daft, 1997)].
Motivation theories have continued to evolve and have their roots in behavioral
psychology. They provide a way to examine and understand human behavior in a variety
of situations. Ongoing changes in the workplace require that managers give continuous
attention to those factors that influence worker behavior and align them with
organizational goals. No one theory is appropriate for all people and for all situations.
Each individual has his or her own values and differing abilities. In business settings,
managers apply motivation theories to influence employees, improve morale, and
implement incentive and compensation plans.

NEED FOR THE STUDY

The purpose of the study is to identify the level of motivation among

the working group in Bajaj Allianz Life insurance.

To know the working environment, supervisors relationship, family

relationship and individual perception about the company in relation to
motivation.

The study can reveal the psychological and economic factors

associated with motivation and also can bring forth the interrelated
factors for motivation.

The study would be helpful in giving suggestions to apply the

motivation methods.

SCOPE OF THE STUDY:

The human

resources

management has to identify

employees motivation to match with the organizations productivity. The

motivation of
in

turn

each employee will lead to the better performance and

satisfies

both

the

employees

and

also

organization.

employee motivation is important for the organization

desired goals on time, therefore the

As

to achieve the

employees must be motivated by

using various techniques.

OBJECTIVES OF THE STUDY:

To identify how employee

motivation is related

to

performance.

To measure the consequences of pre and post employee

motivation.

To study the role of employee empowerment after motivation.

To calculate the level of motivation.

To study the impact of authorized motivation on productivity.

To measure employee satisfaction towards working

environment.

LIMITATIONS

The study is conducted on a limited number of employees and no on the

entire workforce.

The information provided by the respondents in the survey may

be biased or may not view as seriously to provide with accurate
information.

10

This study is limited to a certain time period and at the point of

time.

Response from inexperienced workforce or relatively new

workforce in the survey may tamper some validity of
information.

RESEARCH

1. Sampling

METHODOLOGY

design

Size of sample : sample size is 32 to 100

Methods of sampling : simple random sampling

1. Data collection methods :

11

In general there are two types of data collection

I. Primary data collection :

questionnaire

II. Secondary data collection :

a. Articles in magazines
b. Journals
c. Internet
d. News papers

Hypothesis

Hypothesis:

with regard to the above stated objectives following

hypothesis were formulated.

Null hypothesis:
Employees in various cadres do not hold different views with regard to
the
Motivational factor.

Alternative hypothesis:
Employees in general are not satisfied with the existing motivational
practices.

12

CHAPTER - 2
REVIEW OF LITERATURE

13

REVIEW OF LITERATURE

Employee motivation and empowerment

Introduction:
Motivation is one of the most important factors affecting human
behavior and performance. This
managers attach

great

is

the

importance to

one

of

motivation

the
in

reason

why

organizational

setting. Lipkert has called motivation has the core of management.

Effective directing

leads to effectiveness, both at organizational and

individuals levels. This requires the understanding of what individuals want

14

from

the

organization.

However,

what

individuals

want

from

the

organization has not been fully identified.

Definition:
motivation is the complex forces starting and keeping a person
at work in an organization . Motivation is something that moves the
person

to

action, and continues him in

course

of

action already

initiated.

motivation refers to the way in which urges, drives, desires,

aspirations, strives, or needs direct, control or explain the behavior of
human beings.

Motivation can be defined in a variety of ways, depending on

whom you ask. If you ask someone on the street,

you may get a

response like, its what drives us or motivation is what makes us

to do the things we do . as far as a formal definition, motivation
can be defined as forces within in an individual that account for
the

level,

according

direction, and persistence of

to

schermer horn,

effort

et al . This is

expended
an

at

excellent

work,
working

definition for use in business.

In order to understand the concept of motivation, we have to

examine three terms : motive, motivating
relationship.

Study:

15

and

motivation

and

their

The purpose of study is to identify the type of motivation

most suited for higher productivity and methods usually adopted

for measuring employees motivation.
To study the factors affecting the individual performance.

Motive: based on the latin word mover, motive (need) has been defining s
follow;

a motive is an inner state that energies, actives, or moves (hence

motivation), and
That directs behavior towards goals.

There is a difference between needs and wants. It is necessary to know

the difference
Between

those

two

terms

for

every

employee.

Needs

are

more

comprehensive and include

Desires both physiological needs like social needs, recognition needs, etc,
which do not fall under wants.

Motivating:
Motivation is the term which implies that one person in the organization
context, a manager, induces anther, say employee to engage in action (work
behavior) by ensuring that a channel to satisfy the motive become available
and accessible to the individual in addition
To channel zing the strong motive in a direction that is satisfying t both the
organization and the employers the manger can also active the latest
motivation in individuals and harness them in a manner that would be
function for the organization.

16

Motivation:
While a motive is engizer of action motivation is the canalization
and activation of
Motives motivation is the work behavior itself. Motivation depends on motives
and motivating therefore, it becomes a complex process.

Fig 1: relationship between motive, motivating

and motivation

Needs in

Activating needs and

Providing need
satisfaction

17

Engagement in
work

Motive

Motivating

Motivation

Nature of motivating:

Based on the definition of motivation, we can derive its nature relevant for
human behavior in organization.

Following characteristics of motivation clarify its nature:

1. Based on motives:
Motivation is based on individuals motives which are internal to the
individuals. These motives are in the form of feelings that the individual
lacks something. In order to overcome this feeling of laciness, the
employee tries to behave in a manner which helps in overcoming this
feeling.

2. Affected by motivating:
Motivation is affected by way the individual is motivated. The act of
motivating channelizes need satisfaction. Besides, it can also
activate the latent needs in the individual, that is, the needs that
are less strong and somewhat dormant, and harness them in a
manner that would be functional for the organization.

3.

Goal-directed behavior:
Motivation leads to goal directed behavior. A goal-directed behavior
is one which satisfies the causes for which behavior take place. Motivation

18

has profound influence on human behavior; in the organizational

requirements.

4.

Related to satisfaction:
Motivation is related to satisfaction. Satisfaction refers to the
contentment experiences of an individual which he drives out of need
fulfillment.

Thus,

satisfaction

is

consequence

of

rewards

and

punishments associated with the past experiences. It provides means to

analyze outcomes already experienced by individual.

5.

Persons motivated in totality:

A person is motivated in totality and not in part. Each individual in
the organization is a self-contained unit and his needs are interrelated.
These affect his behavior in different ways. Moreover, feelings of needs
and their satisfaction is a continuous process. As such, these create
continuity in behavior.

6.

Complex process:
Motivation is a complex process; complexity emerges because of

the nature of needs and the type of behavior that is attempted to satisfy
those needs.

These generate complexity in motivation process in the following ways.

(1)

needs are internal feelings of individuals and sometimes even

they,
They may not be quite aware about their needs and the priority of
these. Thus,
Understanding of human needs and providing means for their satisfaction

19

Becomes difficult.

(2)

even if needs are identified, the problem is not over here as a

particular need may result into different behaviors from different behaviors
from different result into different behaviors from different need ma
individuals because of their differences. For example, the need for
promotion may be uniform for different individuals may no engage in
similar type of behavior; they may adopt different routes to satisfy their
promotion needs.
3)

a particular behavior may emerge not only because of the

specific need but it may be because of a variety of needs. For example,

hard work in the organization may be due to the need for earning more
money to satisfy psychological needs, or may to enjoy the performance of
work itself and money becomes secondary, or to get recognition as a hardworking person.

4)

Goal directed behavior may lead to goal attainment. There

may be many cons buses in situation which may restring the goal
attainment of goal directed behavior. This may lead to frustration in an
individual creating lot of problems.

Type of needs

There are many types of needs which an individual may have and
there are various ways in which these may be classified. The basic
objective behind classification of needs into categories is to find out
similarly and dissimilarly in various needs so that incentives are grouped
to satisfy the needs falling under one category or the other. Needs may be
natural, biological phenomenon in an individual, or these may over the
period of time through learning.

20

Thus, needs may be grouped into three categories:

1) primary needs
2) secondary needs
3) general needs

Primary needs:
Primary needs are also known as physiological, biological, basic, or
unlearned needs. Primary needs are animal drives which are essential for
survival. These needs are common to all human beings, though their intensity
may differ.

Secondary needs:
These needs are learned by the individual through his experience and
interaction. Therefore these are called derived or learned needs. Emergence
of these depends on learning. These may be different types of secondary
needs for power, achievement, status affiliation, etc.

General types:
Though a separate classification of general needs is not always given,
such a category seems necessary because there are of needs which lie in the
grey area between the primary and secondary needs. Such needs are like
need for competence, curiosity, manipulation, affection, etc

Motivation and behavior

21

Motivation causes goal- directed behavior. Felling of a need by an

individual generates a feeling that he lacks something. This lack of something
creates tension in the in of the individual. Since the tension is not an ideal
state of mind, the individual tries to overcome this by engaging himself in an
behavior through which he satisfies his needs. Goal directed behavior leads
to goal fulfillment and the individual succeeds in fulfilling his needs and there
by overcoming his tension in the favorable environment. Satisfaction is one
need leads to feeling of another need, either same need after the lapse of
certain time or different need and goal directed behavior goes on. Thus,
goal directed behavior is a continuous process.

3.

Aggression:
A more common reaction to frustration is aggression, an act against

someone or something. An employee being denied a promotion may become

aggressive and verbally berate his supervisor.

Motivation and performance

Motivation is necessary for work performance because if people do
not feel inclined to engage themselves in work behavior, they will not put in
necessary efforts to perform well. However, performance of an individual in
the organization depends on a variety of factors besides motivation.
Therefore, it is desirable to identify various factors which affect individual
performance and the role that motivation plays.

Factors affecting individual performance:

Observations show that (1) various individual perform differently in the
same work situations, and (2) the same individual performs differently in
different work situations. These statements suggest that various factors
which affect an individuals performance are broadly of two types ------individual and with in each type there may be several factors.

22

We can derive form figure that individual performance depends on the

following factors:

1.
2.
3.
4.
5.

Motivation of individual,
His since of competence,
His ability,
His role perception, and
Organizational resources

Motivatio
n
Role

Abilit
y

Performan
ce
Sense of
Competence

Reward

Organizationa
l
Resources

Fig 4: factors affecting individual performance

If any of the elements is taken away, performance will be affected

adversely. The double- headed arrow between motivation and sense of
competence that the two variables mutually influence each other. Reward, as
a result of individuals performance affects his level of motivation. If the
reward is perceived to be of valence and equitable, it energizes the individual
for still better performance and this process goes on.

23

1. Motivation:
Level of motivation drives an individual for work. Motivation is based
on motive which is a feeling that an individual lacks some things. This feeling
creates some sort of tension in his mind. In order to overcome this tension, he
engages in goal directed behavior that is taking those actions trough which
his needs are satisfied. Thus, motivation becomes a prime mover for efforts
and better work performance.

2. Sense of competence:
To sense of competence denotes the extent to which an individual
consistently regards himself as capable of doing a job. Sense of
competence of an individual depends to a very great extent on his locus
of control. Locus of control means whether people believe that they are in
control of events or events control them. Those who have internal locus of
control believe that they can control and shape the course of events in
their lives; those who have external locus of control tend to believe occur
purely by chance or because of factors beyond their own control. An
individual with internal locus of control tends be high performer than
those with external locus of control. However, this sense of competence is
not an independent factor but depends on the ability of the individual.

3. Ability
While sense of competence is type of perception about oneself,
ability is his personal attributes relevant for doing a job. Often, ability is
expressed in the following way or equation.

Knowledge refers to the position of information and ideas in a particular field

which may be helpful in developing relationships among different variables

24

related to that field. Skill refers to expertness, practical ability or facility in an

action or doing something. Thus, if the individual has ability relevant to his
job, his performance tends to be higher than those who do not posses such
ability.

Ability=knowledge* skill

4. Role perception
A role is the pattern of actions expected of a person in activities involving others.
Role reflects a persons position in the social system with its accompanying rights and
obligations. In an organization, activities of an individual are guided by his role perception
that is, how he thinks he is supposed to act in his own role is clear, the individual tends to
perform well. There are two types of

problems which emerge in role specification, role

ambiguity and role conflict role ambiguity denotes the state in which the individual is not
clear what is expected from him in the job situation. Role conflict is the situation in which the
individual engages in two or more roles simultaneously and these roles are mutually
incompatible. In both these situations, his performance is likely to be affected adversely.
5. Organizational resources:
Organizational resources denote various types of facilities ---physical
and psychological ---which are available at the work place. Physical facilities
include appropriate layout of the work place and conductive physical
environment. Psychological facilities include appropriate reward system,
training development
motivating

leadership

organizational

facilities, harmonious workshop appropriate and

styles,

resources

work

motivating
in

two

work,

ways

in

and

do

increasing

on.

These

individual

performance. First, they facilitate job performance. Second they work as

motivating factors which enhance individual enthusiasm to perform well.

Role of motivation

Motivation is one among the various factors affecting individual

performance. However, it is one of the most important factors. All

25

organizational facilities will go waste in the lack of motivated people to utilize

these facilities effectively. Every superior in the organization must motivate
his subordinates for the right types of behavior. Diagnosing human behavior
and analyzing as to why people behave in a particular way is of prime
importance in motivating them irrespective of the organization because
individual is the basic component of any organization.
The importance of motivation in an organization may be summed up as
follows:

1. High performance level:

Motivated employees put together performance as compared to
other employees. In a study it was found that motivated employees worked at
close 80-90 percent of their ability. The further suggested that hourly
employees could maintain their jobs, if they were not fired, by working
approximately 20to30 percent of their ability. The high performance is a must
for an organization being successful and this performance comes by
motivation.

2. Low employee turnover and absenteeism

Motivated employees stay in the organization and their
absenteeism is quite low. High turnover and absenteeism create many
problems in the organization. Recruiting, training and developing large
number of new personnel into a working team take years. In a competitive
economy, this is almost an impossible task. Moreover, this also effects the
reputation of the organization unfavorably

26

3. Acceptance of organizational changes:

Organizations are created in the society. Because of changes
in the society--- changes in technology, value system etc, and organization
has to incorporate those things to cope up with the requirement of the time.
When these changes are introduced in the organization, there is a tendency
to a resist these changes by the employees. However if they are properly
motivated, they accept, introduce and implement these changes keeping the
organization on the right track of progress.

27

Empowerment

Empowerment is the process of enabling or authorizing an

individual to think, behaves, take action, and control work and decision
making in autonomous ways. It is the state of feeling self-empowered to take
control of ones own destiny. Empowerment rules as a development strategy.

Along with motivation job design, empowerment is also used as a

technique for motivation. Most of work organizations have a number of
employees who believe that they are dependent on others and their own
efforts have little impact on the performance. Sense of this powerless creates
frustration in employees and they start developing feeling that they cannot
perform successfully or make meaningful contributions. In order to overcome
this feeling of employees and involving them in their jobs, the idea of
empowerment has been introduced. The basic those of empowerment have
emerged from the proponents of total quality management (tqm) which has
gained acceptance throughout the world.

In Websters dictionary, the verb empowers means to give the means, ability of
authority. Thus, empowerment in work setting involves giving employees the means, ability and
authority to do something.
Newsroom and Davis have defined empowerment as follows
Empowerment is any process that provides greater autonomy through the sharing of
relevant information and the provision of control over factors affecting job performance.
Empowerment helps remove the conditions that cause powerlessness while enhancing
employee feeling of self-efficacy.

28

There are five

empowerment:

approaches

which

have

been

suggested

for

1. Helping employees achieve job mastery giving training, coaching,

and guided experience that are required for initial success.
2. Allowing more control giving employees descr travel section over job
performance and making them accountable for the performance
outcomes.
3. Providing successful role models allowing them to observe peers who
are performing successfully on the job.
4. Using social reinforcement and persuasion giving
encouragement, and verbal feedback to raise confidence.

praise,

5. Giving emotional support reduction of stress and anxiety through

better role present travel section, task assistance, and personal care.
When managers use these approaches, employees develop a feeling
that their jobs are important and they contribute meaningfully for the
achievement of organizational effectiveness.
This feeling contributes positively to the use of skills and talents in job
performance as shown in figure:
Empowerment

Perception of

Better

Job mastery

Empowerment

Performance

More selfcontrol

Self-confidence

Fig 5: empowerment and its effect

29

Making empowerment effective

Top 10 principles of employee empowerment:

These are the most important principles for people in a way that
reinforces employee empowerment, accomplishment, and contribution. These
management actions enable both the people who work with you and the
people who report to you to soar.
1. Demonstrate, you value people

Your regard for people shines through in all of your actions and words.
Your facial expression, your body language, and your words express what you
are thinking about the people who report to you. Your goal is to demonstrate
your appreciation for each persons unique value. No matter how an
employee is performing on their current task, your value for the employee as
a human being should never falter and always be visible.
2. Share leadership vision

Help people feet that they are part of something bigger than
themselves and their individual job. Do this by making sure they know and
have access to the organizations overall mission, vision, and strategic plans.

3. Share goals and direction

Share the most important goals and direction for your group. Where
possible, either make progress on goals measurable and observable, or
ascertain that you have shared your pictures of a positive outcome with the
people responsible for accomplishing the results.

30

4. Trust people
Trust the intention of people to do the right thing, make the right
decision, and make choices that, while may be not exactly what you would
decide, still work.
5. Provide information for decision making
Make certain that you have give people, or made sure that they have
access to, all of the information they need to make thoughtful decisions.
6. Delegate authority and impact opportunities, not just more work
Doesnt just delegate the drudge work; delegate some of the fun stuff,
too. You know, delegate the important meetings, the committee memberships
that influence product development and decision making, and the projects
that people and customers notice. The employee will grow and develop new
skills. Your plate will be less full so you can concentrate on contribution. Your
reporting staff will gratefully shine-and so will you.

7. Provide frequent feedback

Provide frequent feedback so that people know how they are doing.
Sometimes, the purpose of feedback is reward and recognition. People
deserve your constructive feedback, too, so they can continue to develop
their knowledge and skills.

8. Solve problems: dont pinpoint problem people

When a problem occurs, ask what is wrong with the work system that
caused the people to fail, not what is wrong with the people. Worst case
response to problems? Seek to identify and punish the guilty.

9. Listen to learn and ask questions to provide guidance

31

Provide a space in which people will communicate by listening to them

and asking them questions. Guide by asking questions, not by telling grown
up people what to do. People what to do. People generally know the right
answers if they have the opportunity to produce them. When an employee
brings you a problem to solve, ask, what do you think you should do you
should do to solve this problem?
Or, ask, what action steps do you recommend? Employees can demonstrate
what they know and grow in the process.

10. Help employees feel rewarded and recognized for empowered

behavior
When

employees

feel

under-compensated,

under-titled

for

the

responsibilities they take on, under-noticed, under-praised, and under

appreciated, dont expect results from employee empowerment. The basic
needs of employees must feel met for employees empowerment. The basic
needs of employees must feel met for employees to give you their disc travel
stationary energy, that extra effort that people voluntarily invest in work.

32

CHAPTER - 3
INDUSTRY PROFILE
&
COMPANY PROFILE

33

INDUSTRY PROFILE
The insurance sector in India has come a full ci rcle from being an
open

competitive

market

to

nationalization

and

back

to

liberalized market ag ain. Tracing the developments in the Indian

insurance sector reveals the 360 degree turn witnessed over a
period of almost two centuries.

A brief history of the Insurance sector

The business of life insurance in India in its existing form
started in

India in the year 1818 with the establishment of the

Oriental Life Insurance Company in Calcutta.

Some of the important milestones in the life

insurance business in India are:

1912: The Indian Life Assurance Companies Act enacted as the

fi rst statute to regulate the life insurance business.

1928: The Indian Insurance Companies Act enacted to enable the

government to collect statisti cal information about both life and
non-life insurance businesses.

34

1938: Earlier legislation consolidated and amended to by the

Insurance Act with the objective of protecting the interests of the
insuring public.

1956: 245 Indian and foreign insu rers and p rovident societies
taken

over

by

the

central

government

and

nationalized.

LIC

formed by an Act of Parliament, viz. LIC Act,1956, with a capital

contribution of Rs. 5 crore from the Government of India.

The General insurance business in India, on the other hand, can

trace its roots to the Triton Insurance Company Ltd., the fi rst
general

insurance

company

established

in

the

year

1850

in

Calcutta by the British.

Insurance sector reforms

In 1993, Malhotra Committee headed by former Finance Secre tary
and RBI Governor R.N. Malhotra was formed to evaluate the Indian
insurance industry and re commend its futu re di rection.

The

Malhotra

committee

was

set

up

with

the

objective

of

complementing the reforms initiated in the fi nancial sector.

The

reforms

were

aimed

at

cre ating

more

effi cient

and

competitive fi nancial system suitable for the requirements of the

economy

keeping

in

mind

the

structural

changes

currently

underway and re cognizing that insurance is an important part of

the overall fi nancial system whe re it was necessary to add ress the
need for similar ref orms

35

In 1994, the committee submitted the report

and some of the key recommendations included:
i) Structure
Government stake in the insurance Companies to be brought down to 50%
Government should take over the holdings of GIC and its subsidiaries so
that these subsidiaries can act as independent corporations.
All the insurance companies should be given greater freedom to operate

ii) Competition

Private Companies with a minimum paid up capital of Rs.1bn should be

allowed to enter the industry.
No Company should deal in both Life and General Insurance through a
single entity.
Foreign companies may be allowed to enter the industry in collaboration
with the domestic companies.
Postal Life Insurance should be allowed to operate in the rural market.
Only one State Level Life Insurance Company should be allowed to
operate in each state

iii) Regulatory Body

The Insurance Act should be changed

An Insurance Regulatory body should be set up
Controller of Insurance (Currently a part from the Finance Ministry)
should be made independent

iv) Investments

36

 Mandatory Investments of LIC Life Fund in government securities to be

reduced from 75% to 50%
GIC and its subsidiaries are not to hold more than 5% in any company
(There current holdings to be brought down to this level over a period of
time)

v) Customer Service

LIC should pay interest on delays in payments beyond 30 days

Insurance companies must be encouraged to set up unit linked pension
plans
Computerization of operations and updating of technology to be carried
out in the Insurance industry.

Hence, it was decided to allow competition in a limited way by

stipulating the minimum capital requi rement of Rs.100 crore. The
committee felt the need to p rovide greater autonomy to insuran ce
companies in order to improve their performance and enable them
to act as independent companies with economi c motives. For this
purpose, it had proposed setting up an independent regulatory
body.

The

Insurance

Regulatory

and

Development

Authority (IRDA)

Reforms in the Insurance sector were initiated with the passage of

the IRDA Bill in Parliament in December 1999. The IRDA since its
incorporation as a statutory body in April 2000 has fastidiously

37

stu ck to its schedule of framing regulations and registering the

private sector insurance companies.

The other decision taken simultaneously to provide the supporting

systems

to

the

insurance

sector

and

in

particular

the

life

insurance comp anies was the launch of the IRDA s online service
for issue and renewal of licenses to agents.

The approval of institutions for imparting training to agents has

also ensured that the insuran ce companies would have a trained
workforce of insuran ce agents in place to sell their products,
which are expected to be introduced by early next year.

Since being set up as an independent statutory body the IRDA has

put in a framework of globally compatible regulations. In the
private

sector

12

life

insurance

companies have been registered.

38

and

general

insurance

Company
Profile

39

Bajaj Allianz Life Insurance Company Limited

Bajaj Allianz is a joint venture between Bajaj Finserv Limited and Allianz SE.
Both enjoy a reputation of expertise, stability and strength. This joint venture
Company

incorporates

global

expertise

with

local

experience.

The

comprehensive, innovative solutions combine the technical expertise and

experience of Allianz SE, and in-depth market knowledge and goodwill of
"Bajaj" brand in India. Competitive pricing and quick honest response have
earned the Company the customer's trust and market leadership in a very
short time.
At Bajaj Allianz, customer delight is our guiding principle. Ensuring world class
solutions by offering customized products with transparent benefits supported
by the best technology is our business philosophy.

40

Bajaj Allianz Life Insurance has developed insurance solutions that cater
to every segment and age-income profiles. Currently Bajaj Allianz has a
strong product portfolio and caters to all kinds of customer needs from ULIPs
to Child plans, from group insurance to health insurance.

Vision
To be the Best Life Insurance Company - To Buy from, Work For & Invest in.

Awards and Recognition:

"Best Insurance Company in private sector" at the IPE Banking

Financial Services and Insurance (BFSI) 2013.

Organization of the Year by SKOCH Financial Inclusion Award 2013

SKOCH Financial Inclusion Award 2012 for contribution towards

financial inclusion through life insurance

Bajaj Allianz Life Insurance has been rated amongst the 50 top service
brands and ranked as Third Best Life Insurer, as per a survey
conducted on 'Most Trusted Companies' by Brand Equity and AC
Nielsen-ORG Marg 2012.

Best Contribution in Investor Education & Category Enhancement by

Bloomberg UTV Financial Leadership Awards 2011

The Best Utilization of Information Technology to Transform

Business by Bloomberg UTV CXO Awards 2011-Technology Chapter.

Products & Services

41

Term Insurance
Savings Solutions
Investment Solutions
Retirement Solutions
ULIP
Group Insurance
NRI Corner

PRODUCT PROFILE

42

The Bajaj allianza child gain Plan :

Taking care of a child is perhaps the most important job a parent can have. It is
but natural that you would like to give your child your best. And therefore, this is the
time when careful financial planning can help you fulfill the aspiration that you have for
your children. The Bajaj Allianz child gain solutions help you to enjoy the joys of
parenthood responsibly, with the reassurance of a secure future for your child.

What does Bajaj Allianz child gain plan offer you?

Bajaj Allianz child offers a wide array of solutions that allows you to plan for your
childs future by providing you with as many as 4 distinct and unique options.

Option 1: child gain 21

Option 2: child gain 24

Option 3: child gain 21 plus

Option 4: child gain 24 plus

The Bajaj allianz new unit gain plan :
Bajaj Allianz New unit gain comes with a host of features that allows you to have
the best of both worlds protection and investment , with flexibility like never before.
Key features of this plan are :

Guaranteed death benefit.

Choice of investment funds with flexible investment management; you can

change funds at any time.

43

Providing for full/partial withdraws any times after three years, provided
three full years premiums are paid.

Unmatched flexibility to match your changing needs .

Maturity benefit equal to the fund value payable on the date of maturity.

The Bajaj Allianz new unit gain plus plan:

The Bajaj Allianz new unit gain plus plan comes with a host of features that allows
you to
have the best of both worlds protection and investment with flexibility like never
before.
Some of the key feature of this plan are :

Guaranteed death benefit

Choice of 5 investment funds with flexible investment management : you can

change
funds at any time.

Attractive investment alternative to fixed interest securities.

Choice of investment funds with flexible investment management: you can

change
funds at any time .

Attractive investment alternative to fixed interest securities

Provision for full/partial withdrawals

any time after three years from

commenced
of the policy provided three full years premiums are paid.

Unmatched flexibility to match your changing needs.

Maturity benefit equal to the fund value payable on date of maturity.

How does Bajaj Allianz Cash Gain?

44

This plan pays out a guaranteed amount on survival at the end of every 1/5th of
the
Policy term selected. A total of 75% of the sum assured is paid out in the first 4 cash
benefits.
On maturity, 50% of the sum assured is paid along with accrued bonuses. Hence the
total
Cash/survival benefit distributed under this plan comes to more than 100% 0f the sum
assured
in fact 125% of the sum assured.

1st Cash Benefit 15% of Sum Assured

2nd Cash Benefit 25% of Sum Assured
3rd Cash Benefit 25% of Sum Assured
4th Cash Benefit 25% of Sum Assured
On maturity 50% of sum Assured + accrued bonuses.
The benefits will further increases

by way of accrued bonuses that are distributed at

maturity
or on death, if earlier. In case of maturity or death after 15 full policy years, the company
may
pay an additional terminal bonus for in force policies.

The Bajaj Allianz Invest Gain plan :

Bajaj Allianz Invest Gain is a specially designed plan that offers unique
combinations

45

of benefits to help you develop a sound financial partfolio for your family. Among the
many
unique benefits, the most significant is the family income benefit (FIB) that sustains the
family by compensating the loss of income due to death or permanent disability. This is
one stop shop solution that can keep ypu and you family financially protected at times
when you need it most. In a financial world where choices can drive you crazy, your
search
for the perfect life insurance plan stops here.

Bajaj Allianz Life aims high

Sam Ghosh, CEO, Bajaj Life Insurance Company Limited, who took over this
January, outlines his aggressive growth strategy. Venkatachari Jagannathanreports
Bajaj Life Insurance Company Limited a 74:26 joint venture between Bajaj Auto
Limited and Allianz AG, Germany (formerly Allianz Bajaj Life Insurance Company
Limited) under a new team headed by Sam Ghosh, CEO, has taken the competition
head-on, leaving industry watchers surprised at its rapid pace of growth.
Ghosh himself is a newcomer to the company, earlier having steered the Rs480
crore-Bajaj Allianz General Insurance Company to the second position in the Indian
private sector insurance sector.
In a span of just eight months, Bajaj Allianz Life (premium income Rs220 crore)
has jumped three paces to occupy the fourth slot in the 13-strong life insurance industry.
Today the company is in the midst of pursuing its twin corporate 'dream' goals
to close this fiscal with a premium income of Rs750 crore and occupy the number three
slot displacing the incumbent Birla Sun Life Insurance Company Limited.

46

Given the daily collections over Rs1 crore and its month-on-month growth,
the second may come true sooner.
According to the Insurance Regulatory and Development Authority (IRDA) figures, the
new premium difference between Bajaj Allianz Life and Birla Sun Life at the end of
August 2004 was Rs37.5 crore. Rival Birla Sun Life has taken the threat seriously.

47

48

4.

DATA ANALYSIS
AND
INTERPRETATION

1. Following are the list of motivational factors.

Response/catego
ry

Sr.
Section

Sr.
Supervis

49

Sr.
Isa

Assista
nt

Tota
l

Percenta
ge

Officer

or

Account
s

Of total

Officer
Money

12

Job security

11

34

Promotion

Career

Welfare measures

Recognition &

18

Development

Reward
Both career
development &
recognition
&rewards
Both job security &
carrier
development
All the above

50

Interpretation:

Data furnished in the above table reveals that 12% of the respondents
feel that money as their motivational factor; the majority 34% opines that
security as their factor for motivation; and surprisingly none voted for welfare
measures; the second largest 18% of the people opted for recognition and
rewards as their motivational factor; 6% of the respondents opine that both
career development and recognition and rewards are the driving motivational
factors at work; 6% of the respondents feel that job security and career
development as the motivational factor; lastly 9% of the respondents voted
for all the above factors which drives them to work as they factor of
motivation.

51

2. Perception of staff regarding primary aim of the organization

Response/categ
ory

Sr.

Sr.

Sectio
n

Supervis
or

Sr.
Isa

Assista
nt

Total

Accoun
ts

Officer

Percenta
ge
To total

Officer
Transportation

11

15

47

Public service

12

Utilization of it

15

Profit making

12

Checking
accounts

12

52

Interpretation:

From the above table and graph it is obvious that majority 47% of the
respondents opine that transportation is the primary aim of their organization;
12% of the respondents feel that public service is the primary aim of their
organization; 15% of the respondents feel it as utilization of it; 12% of the
respondents agree that profit making as their primary aim of the organization
whereas the remaining 12% feel it to be checking the accounts as the primary
aim of their organization.

53

3. Employees at work place.

Response/cate
gory

Sr.secti
on
officer

Sr.

Sr.isa

Supervi
sor

Assista
nt

Total

Percent
age to
total

Accoun
ts
Officer

Happy

Proud

10

31

Good

12

Average

Satisfied

15

Very satisfied

Mixed feelings

21

54

Interpretation:
From the above table it is obvious that6% of the respondents feel
happy about the organization; the majority 31% feel proud of working in the
organization; the second highest 12% of the people feel good about the
organization; 9% of the respondents feel average about the organization;15%are
satisfied of the organization which they are working for;6 % are very satisfied
and the remaining 21% of the respondents have mixed feelings about their
organization.

55

4. Involvement of the employees in the organization.

Response/cate
gory

Sr.secti
on
officer

Sr.
Su1pervi
sor

Sr.isa

Assista
nt
accoun
ts
officer

Total

Percent
age to
total

Good

29

Very involved

10

31

Moderate

10

31

Not at all

involved

Interpretation:

From the above data furnished it is clear that 29% of the respondents
feel that the employees are good involve in the organization; the majority
31% respondents feel that the employees are very much involved in the
organization;31% of respondents opine that the employees are moderately

56

involved in the organization; and the least 9% feel that they are not at all
involved in the organization.
5. Effectiveness of employee participation in decision making.

Response/cate
gory

Sr.secti
on
officer

Sr.

Sr.isa

Supervis
or

Assista
nt

Total

Persenta
ge to
total

Accoun
t
Officer

Yes

14

44

No

18

56

Interpretation:

From the data, it can be understood that majority of the respondents

share different opinion towards their participation for effective decision
making in the meetings, discussions arranged by the organization according
to their requirement. From the table it can be analyzed that majority of the
respondents i.e, 56% of the employees say no for their participation for

57

effective decision making. And the remaining 44% of the respondents said
yes because they felt that they can participate for the effective decision
making.

58

6. Employee choice at work place

Respon
se/
categor
y

Sr.
Section
officer

Sr.
Supervi
sor

Sr. Isa

Yes

16

50

No

16

50

Interpretation:

59

Assista
nt
account
s
officer

Total

Percent
age to
total

When asked about freedom in choosing their work to employees, most

of the responds agreed that they have enough freedom in choosing their
work. The responds have equal opinion that is 50% of the total respondents
said yes and the remaining 50% of them said no i.e , they have freedom in
choosing their work according to their opinion.

7. Role of hr in the

organization.
Response

Sr.

Sr.

Sr. Isa

Assistant

Total

Percent

Sectio

Supervi

accounts

age to

category

sor

officer

total

office
r
100%

75%

17

50%

14

43

25%

10

31

Interpretation:

60

From the above data it is clear that the majority 43% of the respondents
opine that the employees role in the organization is only 50%; the least 9% of
the respondents feel that there is role in the employees up to 100% the se
second highest of the collected opinions is 31% that is the role of employees
in the organization according to their opinion only 25%; 17% of the
respondents agree that the there is role of employees in the organization up
to 75%.
8. List of approaches to motivate

Response/catego
ry

Sr.

Sr.

Secti

Supervi

on

sor

Sr.is

Assista

Tot

Percenta

nt

al

ge

Accoun

To total

ts

Office
r

Officer

Awards

28

Rewards

28

Promotional

18

26

channels
Through ldc
No comments

61

Interpretation:

Data furnished in the above table reveals that 18% of the respondents feel
that promotional channels is one of the approach that the organization use to
motivate the employees; the majority 28% of the respondents opines that
awards is other approach to motivate the employee in the organization; 28%
of the people agree that rewards as the approach which the organization use
in order to motivate the employees; lastly 26% of the respondents are not
willing to express their opinion to wards the various approaches used by the
organization to motivate the employees.

9. Motivational challenges of employee.

Response/categ
ory

Sr.

Sr.

Section

Supervis

Officer
Personal issues

Sr.

Assistan

Isa

or

Total

Percenta
ge

Account
s officer
2

62

18

Educational back

13

17

26

26

ground
Competition
among trade
unions
Reluctance
against
administration
Bias in
management
decisions

63

Interpretation:

Data furnished in the above table clearly shows that the 18% of the
respondents opines that personal issues are the challenges to motivate the
employees. The least 13% of the respondents agree that educational
background is the one of the challenge used by the organization to motivate
the employee. 17% of the respondents said that competition among trade
unions is the challenge to motivate the employees. The majority of the
respondents 26% opined that reluctance against administration is the
important challenge for the organization to motivate the employee. The
majority of the respondents 26% said bias in management decisions is the
biggest challenge towards the management to motivate the employees.

64

10. Obstacles in employee performance

Response/cat

Sr.sect

Sr.super

Sr.is

Assist

egory

ion

visor

ant

age

accou

total

officer

Total

Percent

nts
officer
Stagnation,

22

28

28

Miscellaneous

13

No comments

lethargy,
growth
prospects
Lack

of

motivation and
recognition
Decision

taken

by

top

authorities

65

to

Interpretation:

From the above data it is clear that the majority 22% of the respondents opine
that gnation, lethargy, growth prospects are the obstacles that stop employees
performing to the majority 28% of the respondents feel that lack of recognition as
the factor of obstacle stop employees performing the most; 28% of the respondents
vote for the decision taken the top authorities is the key factor that plays in stopping
them from performing to the best; of them agree that the miscellaneous factors play
a major role in obstacles that stop them performing to the best; and not willing to
give their opinion

66

11. Employee awareness of motivation and empowerment.

Response/category

Sr.

Sr.

Section
officer

Sr. Isa

Supervisor

Assistant

Total

Accounts

Percentage
To total

Officer
Yes

12

37

Very little

12

37

No knowledge

26

Interpretation:
Data furnished in the above table clearly shows that the majority 37%
of the respondents agree that they know about the employee motivation and
posses sufficient knowledge on the subject; 37% of the respondents feel that
they are having a very little knowledge on the employee motivation; and the
remaining 26% of the respondents feel that they dont have any knowledge of
what exactly employee motivation is all about.

67

12. Employee empowerment.

Response/cate

Sr.secti

Sr.superci

gory

on

sor

Sr.isa

officer

Assista

Total

Percenta

nt

ge

to

accoun

total

ts
officer
Yes

10

31

No

18

Sometimes

Depends

No comments

11

36

Interpretation:
From the data furnished in the above table it is clear that the majority 31% of the
respondents feel that they are empowered while contradicting to it 18% feel that
they are not at all empowered; 9% of the employees feel that they are something
empowered; 6% opine that the feeling of empowerment depends on the situation
while the least 36% respondents are not willing to make any comments on this.

68

13. Empowerment of employees in their performance.

Response/cate

Sr.secti

Sr.suprevi

gory

on

sor

Sr.isa

officer

Assista

Total

Percenta

nt

ge

to

accoun

total

ts
officer
Recognition

22

12

22

22

& rewards
Delegation of
authority
No
empowermen
t
Very

little

scope
Accountabilit
y

without

suitability
No

link

between pay
&
performance
Work
schedule

Miscellaneou
s

69

Interpretation:
It is obvious from the above table that 22% of the respondents opine
that recognition & rewards are the empowering factors for their performance;
12% of the respondents agree that delegation of authority is the empowering
factor for their performance; surprisingly 22% feel that there is no
empowering factor at all in the organization; 22% respondents agree that
there is s very little scope for empowerment; 4% opt for accountability
without suitability as the empowerment factor; 6% say that there is no link
between pay and performance; 6% of the respondents feel that work
schedule as the factor of empowerment for their performance; 6% of the
respondents opine miscellaneous as the empowerment factor for their
performance.

70

14. Employee recognition from superior.

Response/cate

Sr.secti

Sr.supervi

gory

on

sor

Sr.isa

officer

Assista

Total

Percenta

nt

ge

to

accoun

total

ts
officer
Yes

11

36

No

26

Rarely

Satisfied

Through

13

Depends

No comments

Monetary
terms

71

Interpretation:

From the above table it is clear that the majority 36% of the
respondents vote that they have got the recognition from their supervisors
whereas contradicting 26% say as no that they are not recognized from their
supervisors; 4% of the respondents agree that they are rarely recognized for
their work by the supervisors; 9% feel that they are satisfied with the kind of
recognition that they are getting from their supervisors; 13% of the
respondents agree that the fact that the recognition getting is in monitory
terms; 6% of the respondents opine that the recognition is depended on the
work and the situation; and lastly 6% are not willing to make any comments
on this.

72

15. Job satisfaction of employee.

Response/cate
gory

Sr.secti
on
officer

Sr.supervi
sor

Very satisfied

28

12

16

50

Dissatisfied

22

Very
dissatisfied

Satisfied

Sr.isa

73

Assista
nt
accoun
ts
officer

Total

Percenta
ge
to
total

Interpretation:

Data furnished in the above table clearly gives the information that the
28% of the respondents feel that they are very much satisfied with their job;
the majority 50% of the respondents opine that they are satisfied with their
job; 22% of the respondents vote for dissatisfaction of the job while 0% of the
respondents are very dissatisfied with their overall job satisfaction.

74

16.

Employees need to be remind that their jobs are dependent on the

companys ability
to compete effectively

OPINION

NUMBER OF RESPONDENTS

PERCENTAGES
(%)

Strongly agree

76

76

Agree

10

10

Disagree

Strongly disagree

Total

100

100

76
80
70
60
50
PERCENTAGES
40
Strongly agree
Agree
30
20
10
0

Disagree

10

Strongly disagree

RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the employees need to be remind that their jobs are
dependent on the companys to complete effectively, (76%) as strongly
agree, (10%) as agree, (8%) as Disagree, (6%) as strongly disagree.

75

17.

Supervisors should give a good deal of attention of the physical working

conditions
of their employees

OPINION

NUMBER OF RESPONDENTS

PERCENTAGES
(%)

Strongly agree

40

40

Agree

24

24

Disagree

20

20

Strongly disagree

16

16

Total

100

100

40
40
35
30
25
PERCENTAGES
20
Strongly agree
Agree
15
10
5
0

24
Disagree

20

16
Strongly disagree

RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the supervisors should give a good deal of attention of the
physical working conditions of their employees, (40%) as strongly agree,
(24%) as agree, (20%) as Disagree, (16%) as strongly disagree.

76

18. Special wage hike should be given to employees who perform their jobs
very well

OPINION

NUMBER OF RESPONDENTS

PERCENTAGES
(%)

90

90

Agree

Disagree

Strongly disagree

Total

100

100

Strongly agree

90
90
80
70
60
PERCENTAGES 50
Strongly agree 40 Agree
30
20
10
0

Disagree

Strongly disagree

0
RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the special wage hike, should be given to employees who
do their jobs very well, (90%) as strongly agree, (6%) as agree, (4%) as
Disagree, (0%) as strongly disagree.

77

19. Better job description would be helpful so that company will no exactly what is
employees expected of them

OPINION

NUMBER OF RESPONDENTS

PERCENTAGES
(%)

Yes

69

69

No

31

31

Total

100

100

31%
Yes

No

69%

Inference:

From the about analysis we can say that out to of 100 Respondents given
their opinion about the better job description would be useful,(69%)as Yes,
(31%) as no.

78

20. How is an individual recognition for attaining standard performance in

your
organization

NUMBER OF RESPONDENTS

OPINION

PERCENTAGES
(%)

Strongly agree

50

50

Agree

33

33

Disagree

Strongly disagree

13

13

Total

100

100

50
50
33

40
PERCENTAGES 30
Strongly agree

20 Agree

Disagree

Strongly
13 disagree

10

0
RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about an individual recognition is necessary for attaining

79

standard performance in their organization, (50%) as Excellent, (33%) as

good, (4%) as Poor, (13%) as to some extent.

21. Indifferent supervision can often bruise feelings

NUMBER OF RESPONDENTS

OPINION

PERCENTAGES
(%)

Strongly agree

44

44

Agree

50

50

Disagree

Strongly disagree

Total

100

100

50
44

50
40
PERCENTAGES 30
Strongly agree

20

Agree

Disagree

Strongly disagree

10

0
RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the indifferent supervision can often bruise feelings, (44%)

80

as strongly agree, (50%) as agree, (6%) as Disagree, (0%) as strongly

disagree.

22. The company retirement benefits and stock programs are important factors
on
their jobs

NUMBER OF RESPONDENTS

OPINION

PERCENTAGES
(%)

Strongly agree

60

60

Agree

19

19

Disagree

10

10

Strongly disagree

11

11

Total

100

100

60
60
50
40
PERCENTAGES
Strongly agree

30

Agree

19
Disagree

20

Strongly disagree

10

11

10

0
RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents
given their opinion about the company retirement benefits & stock programs

81

are important factors in keeping employees on their jobs, (60%) as strongly

agree, (19%) as agree, (10%) as Disagree, (11%) as strongly disagree.

23. Almost every job can be made most stimulating and challenging

NUMBER OF RESPONDENTS

OPINION

PERCENTAGES
(%)

Strongly agree

50

50

Agree

40

40

Disagree

Strongly disagree

Total

100

100

50
50

40

40
PERCENTAGES
Strongly agree

30
20

Agree

Disagree

Strongly disagree

10

0
RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the every job can be made more stimulating challenging,

82

(50%) as strongly agree, (40%) as agree, (4%) as Disagree, (6%) as strongly

disagree.

24. Many employees want to give their best in very thing they do

OPINION

NUMBER OF RESPONDENTS

PERCENTAGES
(%)

Yes

99

99

No

Total

100

100

1%

Yes

No

99%

Inference:

From the about analysis we can say that out to of 100 Respondents given
their opinion about the many employees want to give their a best every thing
they do, (99%) as yes (1%) as no.

83

25.

Management could show more than interest in the employees by

sponsoring
Social events after hours

OPINION

NUMBER OF RESPONDENTS

PERCENTAGES
(%)

Strongly agree

30

30

Agree

40

40

Disagree

22

22

Strongly disagree

Total

100

100

40
40
35
30
25
PERCENTAGES
20
Strongly agree
Agree
15
10
5
0

30
22
Disagree

Strongly disagree

RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the management need show more interested to the
employees by sponsoring social events after hours, (30%) as strongly agree,

84

(40%) as agree, (22%) as Disagree, (8%) as strongly disagree.

CHAPTER - 5

FINDINGS, SUGGESSTIONS &

CONCLUSIONS

85

FINDINGS

It was found that:

1. Job security is the highest motivation factor than any other.

2. The perception of the employee is high towards the aim of the

organization i.e.

Transportation

3. The majority of the employees feel proud at work place.

4. There is high involvement of the employee in the organization.

5. There is low participation of employees in decision making.

6. There is equal participation in work.

7. The role of hr in the organization is only 50%

8. Awards and rewards are the high rated approaches that which
motivates employees.

9. Reluctance against administration and bias in management decisions

are the
Motivational challenges of employees.

10. Lack of motivation and recognition, decision taken by top authorities are
the obstacles
that stoop employees performing to the best.

86

11. Employees awareness of motivation and empowerment is very low.

12. There lie the similarities between the responses opined by the
employees on recognition & rewards, no empowerment, very little
scope. It shows that there is a lack of information towards the
empowerment.

13. Majority of the employees discloses that there is staff recognition.

14. Majority of the employees opine that they are satisfied.

87

SUGGESTIONS

1.

Employees should be identified by their better performance and

should give some type of incentives, promotions etc. So that
employee will be boosted up and will work better.

2.

Promotions should be given to the basis of performance only.

3.

Motivation should give in fair manner without showing any

favourism to employee.

4.

The Management creates a challenging work (or) new assignment

(or) opportunity to develop the innovative idea of employee.

5.

The motivation review discussion should be practiced well to

encourage the open communication between both the appraiser
and appraise.

6.

The management should

study motivation theories for better

motivation.

7.

The motivation should be unbiased and avoid being stereo-type

while encouraging the employees.

88

CONCLUSIONS & RECOMMENDATIONS

Enthusiasm:
The employees in the organization are lacking enthusiasm. The
employees are working with out interest. The chef is the expert
whereas cook is his follower. The cook will not have expertise likewise
in this organization are like cooks. There is no proficiency, no expertise.
The main problem with these employees is that they lack the item that
is enthusiasm.
The lack of enthusiasm is due to the following factors:

i.
ii.
iii.
iv.

Low interest
Less motivation
Obstacles in performance
Low empowerment

From the above conclusions, it would like to recommend a few

suggestions to the organization:

Gearing hr activities:
A satisfactory hr environment is essential in every organization
for its successful functioning. The management must gear u-p the hr
activities to create a favorable hr climate in the organization.

Welfare facilities:

89

The existing welfare facilities may be improved. Facilities such

aproductivity linked annual bonus, employees stock option schemes
participative management may be improved.
Motivation measures:

It is suggested that the organization introduce measures such as

`suggestions scheme and quality circles. Also ,the management may
conduct competitions to the employees on some important occasions,
such as independence day, republic day, deewali, pongal, and during
the

celebrations

of

organization

functions,

such

as

`safety

week/month, `quality week/month. These measures will benefit both

the employees and the organization.

Imparting new knowledge:

Due to recent changes in the trend, the employees must be
made aware of the latest concepts, developments and improvements.
For this purpose, the organization must arrange the training programs,
guest lectures, seminars etc., to impart new knowledge to the
employees. Also the management may sub bw travels be to technical
and commercial journal and magazines and they may be placed in the
library. Such activities will make the employees aware of new
developments, and it will increase their efficiency, behavior, morale
etc,

Highest motivational factor:

Highest motivational factor which gives to the employee apart
from job security is interest towards work or zeal towards work which is
lacking in them. The interest towards work is to be developed by
providing opportunity to learn new things, providing a unique learning
culture and environment. The employees must be motivated to
improve productivity.

90

Employee recognition:
Employee recognition by his performance can be identified the
talent and the competency. It is commended that talent nurturing is to
be adopted and infrastructure also pays a vital role in motivating the
employee.

91

CHAPTER - 6

BIBLIOGRAPHY

92

BIBLIOGRAPHY

Books

1. L. M. Prasad principles and practice of management. New delhi: sultan

chand & sons educational publishers, 2006.

Websites
2. Journal of extension understanding employee motivation, www.joe.org.
3. Business balls, employee motivation, www.businessballs.com.
4. All business a d & b company, building morale, motivating and empowering
employees. By weiss, w.h date: monday, january 1
2001,www.allbusiness.com/human-resources/workforce-management.

Magazines

5. A hrd nesletter, a monthly publication of the national hrd network,

www.nationalhrd.org, march 2008.

93

Questionnaire
1. Following are the list of motivational factors.
Money
Job security
Promotion
Career development
Welfare measures
Recognition & reward
Both career development & recognition &
rewards
Both security & carrier development
Both job security & carrier development
All the above

2. Perception of staff regarding primary aim of the organization

Transportation
Public service
Utilization of it
Profit making
Checking accounts

3. Employees at work place.

Happy
Proud
Good

94

Average
Satisfied
Very satisfied
Mixed feelings

4. Involvement of the employees in the organization.

Good
Very
involved
Moderat
e
Not at all
involved

5. Effectiveness of employee participation in decision making.

Yes
No

6. Employee choice at work place

Yes

No

95

7. Role of hr in the organization.

100%
75%
50%
25%

8. List of approaches to motivate

Awards
Rewards
Promotional channels
Through ldc
No comments

9. Motivational challenges of employee.

Personal issues

96

Educational back ground

Competition among trade unions

Reluctance against administration

Bias in management decisions

10. Obstacles in employee performance

Stagnation,

lethargy,

growth

prospects
Lack of motivation and recognition
Decision taken by top authorities
Miscellaneous

No comments

10. Employee awareness of motivation and empowerment.

97

Yes

Very little

No knowledge

11. Employee empowerment.

Yes
No
Sometimes
Depends
No comments

12. Empowerment of employees in their performance.

Recognition & rewards
Delegation of authority
No empowerment
Very little scope
Accountability without suitability
No

link

between

pay

&

performance
Work schedule
Miscellaneous

13. Employee recognition from superior.

98

Yes
No
Rarely
Satisfied
Through
Monetary terms
Depends
No comments

15. Job satisfaction of employee.

a) Very satisfied

b)Satisfied

Dissatisfied

Very dissatisfied

16.Employees need to be remind that there jobs are dependent on the companys
ability
to
(

compete

effectively

)
a. Strongly agree

b. Agree

c. Disagree

disagree

99

d. strongly

17. Supervisers should give a good deal of attention of the physical working
conditions
of
(

their

employees

)
a. Strongly agree

b. Agree

c. Disagree

d. Strongly

disagree

18 Special wage hike should be given to employees who perform their jobs very
well(
)
a. Strongly agree

b. Agree

c. Disagree

d. Strongly

disagree

19.Better job description would be helpful so that company will no exactly what is
employees expected of them
(
a. Yes

b. No

20. How is an individual recognition for attaining standard performance in

your
organization
(

)
a. Good

21.
(

b. Poor

Indifferent

c. Excellent

supervision

can

d. Some extent

often

bruise

feelings

)
a. Strongly agree

b. Agree

c. Disagree

d. Strongly

disagree

22. The company retirement benefits and stock programs are important factors
on
Their
(

)
a. Strongly agree

b. Agree

disagree

100

c. Disagree

d. Strongly

jobs

23. Almost every job can be made most stimulating and challenging
(
)
a. Strongly agree

b. Agree

c. Disagree

d. Strongly

disagree

24. Many employees want to give their best in very thing they do
(
)
a. Yes

b. No

25. Management could show more than interest in the employees by

sponsoring
social
(

events

after

hours

)
a. Strongly agree

b. Agree

disagree

101

c. Disagree

d. Strongly