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TO STUDY THE BEST PRACTICES USED FOR

EMPLOYEE MOTIVATION BY HUMAN RESOURCE


PROFESSIONALS IN

ACKNOWLEDGEMENT

I have taken efforts in this project; however it would not have been possible without the kind
support and help of many individuals and organizations. I would like to extent my sincere thanks
to all of them.
I am highly debt to for their guidance and constant supervision as well as providing necessary
information regarding the project and also their support in completing the project.
I would like to express my gratitude to
helped me in completing this project.

for her kind cooperation and encouragement which

INTRODUCTION

The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special reference to
The Royal Bank of Scotland; Noida is mainly conducted to identify the factors which will
motivate the employees and the organizational functions in The Royal Bank of Scotland, Noida.

Managements basic job is the effective utilization of human resources for achievements of
organizational objectives. The personnel management is concerned with organizing human
resources in such a way to get maximum output to the enterprise and to develop the talent of
people at work to the fullest satisfaction. Motivation implies that one person, in organization
context a manager, includes another, say an employee, to engage in action by ensuring that a
channel to satisfy those needs and aspirations becomes available to the person. In addition to
this, the strong needs in a direction that is satisfying to the latent needs in employees and harness
them in a manner that would be functional for the organization.

Employee motivation is one of the major issues faced by every organization. It is the major task
of every manager to motivate his subordinates or to create the will to work among the
subordinates. It should also be remembered that a worker may be immensely capable of doing
some work; nothing can be achieved if he is not willing to work. A manager has to make
appropriate use of motivation to enthuse the employees to follow them. Hence this studies also
focusing on the employee motivation among the employees of The Royal Bank of Scotland.

The data needed for the study has been collected from the employees through questionnaires and
through direct interviews. Analysis and interpretation has been done by using the statistical tools
and datas are presented through tables and charts.

EXECUTIVE SUMMARY

Motivation in simple terms may be understood as the set of forces that cause people to behave in
certain ways. A motivated employee generally is more quality oriented. Highly motivated worker
are more productive than apathetic worker one reason why motivation is a difficult task is that
the workforce is changing.
Employees join organizations with different needs and expectations. Their values, beliefs,
background, lifestyles, perceptions and attitudes are different. Not many organizations have
understood these and not many HR experts are clear about the ways of motivating such diverse
workforce.
Now days employees have been hired, trained and remunerated they need to be motivated for
better performance. Motivation in simple terms may be understood as the set or forces that cause
people to behave certain ways. People are motivated rewards something they can relate to and
something they can believe in. Times have changed People wants more. Motivated employees
are always looking for better ways to do a job. It is the responsibility of managers to make
employees look for better ways of doing their jobs.
Individuals differ not only in their ability to do but also in their will to do, or motivation
Managers who are successful in motivating employees are often providing an environment in
which appropriate goals are available for needs satisfaction. Retaining and motivating workers
requires special attention and the responsibility falls squarely on the shoulders of HR as well as
managers and supervisors at all level. They have to create a work environment where people
enjoy what they do, feel like they have a purpose and have pride in the mission of the
organization. It requires more time, more skill, and managers who care about people. It takes true
leadership. By giving employees special tasks, you make them feel more important. When your
employees feel like they are being trusted with added responsibilities, they are motivated to work
even
harder
so
they
wont
let
the
company
down.
Motivation is essential for any company because employee is Asset of company. Motivation is
important for the growth of employees as well as growth of the organization.

INDEX
SERIAL
NO.

PARTICULAR

PAGE
NO.

1.

MOTIVATION
1.1CONCEPT OF MOTIVATION
1.2 DEFINITION OF MOTIVATION
1.3 SIGNIFICANCE OF MOTIVATION
1.4 MOTIVATION PROCESS
1.5 THEORIES OF MOTIVATION
1.6 TYPES OF MOTIVATION
RESEARCH METHODOLOGY

8-29

2.

30-36

2.1. OBJECTIVE
2.2. SCOPE
2.3. NEED
2.4 RESEARCH METHODOLOGY
2.4.1. NATURE OF RESEARCH
2.4.2.METHOD
OF
DATA
COLLECTION
2.4.3.SAMPLING DESIGN
2.4.4. UNIVERSE
2.4.5. SAMPLING PROCEDURE
2.4.6. QUESTIONNAIRE
2.4.7. NATURE OF QUESTIONNAIRE
2.4.8. PRE-TESTING
2.5 LIMITATIONS
3.

COMPANY PROFILE

37-42

4.

43-46

5.

MOTIVATION POLICIES
4.1 INCENTIVES
4.2 FUN CLUB
4.3 TOURS AND LUNCHES
4.4 GIFT VOUCHERS
4.5 SMILEY WEEK
SURVEY AND ANALYSIS

6.

SUMMARY

65-66
5

47-64

7.

FINDINGS

67-68

8.

RECOMMENDATIONS

69-70

9.

FUTURE SCOPE

71-72

10.

CONCLUSION

73-74

11.

BIBLIOGRAPHY

75-76

12.

APPENDIX

77-83

CHAPTER 1
MOTIVATION

THE CONCEPT AND LITERATURE REVIEW

Rensis Likerthas called motivation as the core of management. Motivation is the core of
management. Motivation is an effective instrument in the hands of the management in inspiring
the work force .It is the major task of every manager to motivate his subordinate or to create the
will to work among the subordinates .It should also be remembered that the worker may be

immensely capable of doing some work, nothing can be achieved if he is not willing to work
.creation of a will to work is motivation in simple but true sense of term.

Motivation is an important function which every manager performs for actuating the people to
work for accomplishment of objectives of the organization .Issuance of well conceived
instructions and orders does not mean that they will be followed .A manager has to make
appropriate use of motivation to enthuse the employees to follow them. Effective motivation
succeeds not only in having an order accepted but also in gaining a determination to see that it is
executed efficiently and effectively.

In order to motivate workers to work for the organizational goals, the managers must determine
the motives or needs of the workers and provide an environment in which appropriate incentives
are available for their satisfaction .If the management is successful in doing so; it will also be
successful in increasing the willingness of the workers to work. This will increase efficiency and
effectiveness of the organization .There will be better utilization of resources and workers
abilities and capacities.

1.1The concept of motivation

The word motivation has been derived from motive which means any idea, need or emotion that
prompts a man in to action. Whatever may be the behavior of man, there is some stimulus behind
it .Stimulus is dependent upon the motive of the person concerned. Motive can be known by
studying his needs and desires.

There is no universal theory that can explain the factors influencing motives which control mans
behavior at any particular point of time. In general, the different motives operate at different
times among different people and influence their behaviors. The process of motivation studies
the motives of individuals which cause different type of behavior.

1.2Definition of Motivation

What is motivation? It is defined as the processes that account for an individuals intensity,
direction and persistence of effort towards attaining a goal.

The three key elements in the definition are intensity, direction and persistence.

Intensity is concerned with how hard a person tries. This is the element most of us focus on when
we talk about motivation. However, high intensity is unlikely to lead to favourable job
performance outcomes unless the effort is channelled in a direction that benefits the organization.
Therefore, we have to consider the quality of effort as well as its intensity. Effort that is directed
towards, and consistent with, the organizations goals is the kind of effort that we should be
seeking. Finally, motivation has a persistence dimension. This is a measure of how long a person
can maintain effort. Motivated individuals stay with a task long enough to achieve their goal.

1.3Significance of Motivation

Motivation involves getting the members of the group to pull weight effectively, to give their
loyalty to the group, to carry out properly the purpose of the organization. The following results
may be expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with opportunities to
fulfill their physiological and psychological needs. The workers will cooperate voluntarily
with the management and will contribute their maximum towards the goals of the enterprise.
2. Workers will tend to be as efficient as possible by improving upon their skills and knowledge
so that they are able to contribute to the progress of the organization. This will also result in
increased productivity.
3. The rates of labors turnover and absenteeism among the workers will be low.
4. There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.

5. The number of complaints and grievances will come down. Accident will also be low.
6. There will be increase in the quantity and quality of products. Wastage and scrap will be less.
Better quality of products will also increase the public image of the business.
1.4Motivation Process

1.
2.
3.
4.
5.

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

1.5 Theories of Motivation

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

1.5.1 McClellands Achievement Need Theory

In his acquired-needs theory, David McClelland proposed that an individual's specific needs are
acquired over time and are shaped by one's life experiences. Most of these needs can be classed
as achievement, affiliation or power. A person's motivation and effectiveness in certain job
functions are influenced by these three needs. McClelland's theory sometimes is referred to as
the three need theory or as the learned needs theory.

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Achievement

People with a high need for achievement (nAch) seek to excel and thus tend to avoid both lowrisk and high-risk situations. Achievers avoid low-risk situations because the easily attained
success is not a genuine achievement. In high-risk projects, achievers see the outcome as one of
chance rather than one's own effort. High nAch individuals prefer work that has a moderate
probability of success, ideally a 50% chance. Achievers need regular feedback in order to
monitor the progress of their achievements. They prefer either to work alone or with other high
achievers.

Affiliation

Those with a high need for affiliation (nAff) need harmonious relationships with other people
and need to feel accepted by other people. They tend to conform to the norms of their work
group. High nAff individuals prefer work that provides significant personal interaction. They
perform well in customer service and client interaction situations.

Power

A person's need for power (nPow) can be one of two types - personal and institutional. Those
who need personal power want to direct others, and this need often is perceived as undesirable.
Persons who need institutional power (also known as social power) want to organize the efforts
of others to further the goals of the organization. Managers with a high need for institutional
power tend to be more effective than those with a high need for personal power.

Thematic Apperception Test

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McClelland used the Thematic Apperception Test (TAT) as a tool to measure the individual needs
of different people. The TAT is a test of imagination that presents the subject with a series of
ambiguous pictures, and the subject is asked to develop a spontaneous story for each picture. The
assumption is that the subject will project his or her own needs into the story.

Psychologists have developed fairly reliable scoring techniques for the Thematic Apperception
Test. The test determines the individual's score for each of the needs of achievement, affiliation,
and power. This score can be used to suggest the types of jobs for which the person might be
well suited.

Implications for Management

People with different needs are motivated differently.

High need for achievement - High achievers should be given challenging projects with
reachable goals. They should be provided frequent feedback. While money is not an
important motivator, it is an effective form of feedback.

High need for affiliation - Employees with a high affiliation need perform best in a
cooperative environment.

High need for power - Management should provide power seekers the opportunity to
manage others.

Note that McClelland's theory allows for the shaping of a person's needs; training programs can
be used to modify one's need profile.

1.5.2 Behavioral Modification Theory


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According to this theory people behavior is the outcome of favorable and unfavorable past
circumstances. This theory is based on learning theory. Skinner conducted his researches among
rats and school children. He found that stimulus for desirable behavior could be strengthened by
rewarding it at the earliest. In the industrial situation, this relevance of this theory may be found
in the installation of financial and non financial incentives.

More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase of
low standard work may also produce the desired result. However, researches show that it is
generally more effective to reward desired behavior than to punish undesired behavior.

1.5.3 Abraham H Maslow Need Hierarchy or Deficient theory of Motivation

The intellectual basis for most of motivation thinking has been provided by behavioral scientists,
A.H Maslow and Frederick Heizberg, whose published works are the Bible of Motivation.
Although Maslow himself did not apply his theory to industrial situation, it has wide impact for
beyond academic circles. Douglous Mac Gregor has used Maslows theory to interpret specific
problems in personnel administration and industrial relations.

The crux of Maslows theory is that human needs are arranged in hierarchy composed of five
categories. The lowest level needs are physiological and the highest levels are the self
actualization needs. Maslow starts with the formation that man is a wanting animal with a
hierarchy of needs of which some are lower ins scale and some are in a higher scale or system of
values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be satisfied
unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles the standard
economic theory of diminishing returns. The hierarchy of needs at work in the individual is today
a routine tool of personnel trade and when these needs are active, they act as powerful
conditioners of behavior- as Motivators.

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

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SelfActualizat
ion
Ego Needs
Social Needs
Safety Needs
Physiological Needs

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

Physiological or Body Needs: - The individual move up the ladder responding first to the
physiological needs for nourishment, clothing and shelter. These physical needs must be equated
with pay rate, pay practices and to an extent with physical condition of the job.

Safety: - The next in order of needs is safety needs, the need to be free from danger, either from
other people or from environment. The individual want to assured, once his bodily needs are
satisfied, that they are secure and will continue to be satisfied for foreseeable feature. The safety
needs may take the form of job security, security against disease, misfortune, old age etc as also
against industrial injury. Such needs are generally met by safety laws, measure of social security,
protective labor laws and collective agreements.

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

Ego or Esteem Needs: - These needs are reflected in our desire for status and recognition,
respect and prestige in the work group or work place such as is conferred by the recognition of
ones merit by promotion, by participation in management and by fulfillment of workers urge for
self expression. Some of the needs relate to ones esteem need for achievement, self confidence,
knowledge, competence etc. On the job, this means praise for a job but more important it means
a feeling by employee that at all times he has the respect of his supervisor as a person and as a
contributor to the organizational goals.

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

Implications for Management


If Maslow's theory holds, there are some important implications for management. There are
opportunities to motivate employees through management style, job design, company events, and
compensation packages, some examples of which follow:

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Physiological needs: Provide lunch breaks, rest breaks, and wages that are sufficient to
purchase the essentials of life.
Safety Needs: Provide a safe working environment, retirement benefits, and job security.

Social Needs: Create a sense of community via team-based projects and social events.

Esteem Needs: Recognize achievements to make employees feel appreciated and valued.
Offer job titles that convey the importance of the position.

Self-Actualization: Provide employees a challenge and the opportunity to reach their full
career potential.

However, not all people are driven by the same needs - at any time different people may be
motivated by entirely different factors. It is important to understand the needs being pursued by
each employee. To motivate an employee, the manager must be able to recognize the needs level
at which the employee is operating, and use those needs as levers of motivation.

Limitations of Maslow's Hierarchy

While Maslow's hierarchy makes sense from an intuitive standpoint, there is little evidence to
support its hierarchical aspect. In fact, there is evidence that contradicts the order of needs
specified by the model. For example, some cultures appear to place social needs before any
others. Maslow's hierarchy also has difficulty explaining cases such as the "starving artist" in
which a person neglects lower needs in pursuit of higher ones. Finally, there is little evidence to
suggest that people are motivated to satisfy only one need level at a time, except in situations
where there is a conflict between needs.
Even though Maslow's hierarchy lacks scientific support, it is quite well-known and is the first
theory of motivation to which many people they are exposed. To address some of the issues of
Maslow's theory, Clayton Alderfer developed the ERG theory, a needs-based model that is more
consistent with empirical findings.

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1.5.4 ERG Theory of Motivation

To bring Maslows need hierarchy theory of motivation in synchronization with empirical


research, Clayton Alderfer redefined it in his own terms. His rework is called as ERG theory of
motivation. He recategorized Maslows hierarchy of needs into three simpler and broader classes
of needs:

Existence needs- These include need for basic material necessities. In short, it includes an
individuals physiological and physical safety needs.

Relatedness needs- These include the aspiration individuals have for maintaining
significant interpersonal relationships (be it with family, peers or superiors), getting public
fame and recognition. Maslows social needs and external component of esteem needs fall
under this class of need.

Growth needs- These include need for self-development and personal growth and
advancement. Maslows self-actualization needs and intrinsic component of esteem needs
fall under this category of need.

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The significance of the three classes of needs may vary for each individual.

Implications of the ERG Theory

Managers must understand that an employee has various needs that must be satisfied at the same
time. According to the ERG theory, if the manager concentrates solely on one need at a time, this
will not effectively motivate the employee. Also, the frustration- regression aspect of ERG
Theory has an added effect on workplace motivation. For instance- if an employee is not
provided with growth and advancement opportunities in an organization, he might revert to the
relatedness need such as socializing needs and to meet those socializing needs, if the
environment or circumstances do not permit, he might revert to the need for money to fulfill
those socializing needs. The sooner the manager realizes and discovers this, the more immediate
steps they will take to fulfil those needs which are frustrated until such time that the employee
can again pursue growth.

1.5.5 Herzberg's Motivation-Hygiene Theory

The studies included interviews in which employees where asked what pleased and displeased
them about their work. Herzberg found that the factors causing job satisfaction (and presumably
motivation) were different from those causing job dissatisfaction. He developed the motivationhygiene theory to explain these results. He called the satisfiers motivators and the dissatisfiers
hygiene factors, using the term "hygiene" in the sense that they are considered maintenance
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factors that are necessary to avoid dissatisfaction but that by themselves do not provide
satisfaction.

The following table presents the top six factors causing dissatisfaction and the top six factors
causing satisfaction, listed in the order of higher to lower importance.

Factors Affecting Job Attitudes


Leading to Dissatisfaction

Leading to Satisfaction

Company policy

Achievement

Supervision

Recognition

Relationship w/Boss

Work itself

Work conditions

Responsibility

Salary

Advancement

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Relationship w/Peers

Growth

Herzberg reasoned that because the factors causing satisfaction are different from those causing
dissatisfaction, the two feelings cannot simply be treated as opposites of one another. The
opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of
dissatisfaction is no dissatisfaction.

While at first glance this distinction between the two opposites may sound like a play on words,
Herzberg argued that there are two distinct human needs portrayed. First, there are physiological
needs that can be fulfilled by money, for example, to purchase food and shelter. Second, there is
the psychological need to achieve and grow, and this need is fulfilled by activities that cause one
to grow.

From the above table of results, one observes that the factors that determine whether there is
dissatisfaction or no dissatisfaction are not part of the work itself, but rather, are external factors.
Herzberg often referred to these hygiene factors as "KITA" factors, where KITA is an acronym
for Kick In The A..., the process of providing incentives or a threat of punishment to cause
someone to do something. Herzberg argues that these provide only short-run success because the
motivator factors that determine whether there is satisfaction or no satisfaction are intrinsic to the
job itself, and do not result from carrot and stick incentives.

Implications for Management

If the motivation-hygiene theory holds, management not only must provide hygiene factors to
avoid employee dissatisfaction, but also must provide factors intrinsic to the work itself in order
for employees to be satisfied with their jobs.

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Herzberg argued that job enrichment is required for intrinsic motivation, and that it is a
continuous management process. According to Herzberg:

The job should have sufficient challenge to utilize the full ability of the employee.

Employees who demonstrate increasing levels of ability should be given increasing levels
of responsibility.

If a job cannot be designed to use an employee's full abilities, then the firm should
consider automating the task or replacing the employee with one who has a lower level of
skill. If a person cannot be fully utilized, then there will be a motivation problem.

Critics of Herzberg's theory argue that the two-factor result is observed because it is natural for
people to take credit for satisfaction and to blame dissatisfaction on external factors.
Furthermore, job satisfaction does not necessarily imply a high level of motivation or
productivity.

Herzberg's theory has been broadly read and despite its weaknesses its enduring value is that it
recognizes that true motivation comes from within a person and not from KITA factors.

1.5.6 J.S Adams Equity Theory

Employee compares her/his job inputs outcome ratio with that of reference. If the employee
perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality,
increased absenteeism, voluntary resignation.
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1.5.7 Vrooms Expectation Theory

Vrooms theory is based on the belief that employee effort will lead to performance and
performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The
more positive the reward the more likely the employee will be highly motivated. Conversely, the
more negative the reward the less likely the employee will be motivated.

1.5.8 Two Factor Theory

Theory X and theory Y

Douglas McGregor proposed two distinct views of human beings Theory X and Theory Y. The
theories basically represent two sets of assumptions about human nature and human behaviour
that are relevant to the practice of management. Theory X represents a negative view of human
nature that assumes individuals generally dislike work, are irresponsible, and require close
supervision to do their jobs. Theory Y denotes a positive view of human nature and assumes
individuals are generally industrious, creative, and able to assume responsibility and exercise
self-control in their jobs. One would expect, then, that managers holding assumptions about
human nature that are consistent with Theory X might exhibit a managerial style that is quite
different than managers who hold assumptions consistent with Theory Y.
McGregor argued that the conventional approach to managing was based on three major
propositions, which he called Theory X:
1. Management is responsible for organizing the elements of productive enterprise-money,
materials, equipment, and people-in the interests of economic ends.
2. With respect to people, this is a process of directing their efforts, motivating them,
controlling their actions, and modifying their behavior to fit the needs of the organization.

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3. Without this active intervention by management, people would be passive-even resistantto organizational needs. They must therefore be persuaded, rewarded, punished, and
controlled. Their activities must be directed. Management's task was thus simply getting
things done through other people.
According to McGregor, these tenets of management are based on less explicit assumptions
about human nature. The first of these assumptions is that individuals do not like to work and
will avoid it if possible. A further assumption is that human beings do not want responsibility and
desire explicit direction. Additionally, individuals are assumed to put their individual concerns
above that of the organization for which they work and to resist change, valuing security more
than other considerations at work. Finally, human beings are assumed to be easily manipulated
and controlled. McGregor contended that both the classical and human relations approaches to
management depended this same set of assumptions. He called the first style of management
"hard" and identified its methods as close supervision, tight controls, and coercion.

The hard style of management led to restriction of output, mutual distrust, unionism, and even
sabotage. McGregor called the second style of management "soft" and identified its methods as
permissiveness and need satisfaction. McGregor suggested that the soft style of management
often led to managers' failure to perform their managerial role. He also pointed out that
employees often take advantage of an overly permissive manager by demanding more but
performing at lower levels.

McGregor drew upon the work of Abraham Maslow (1908-1970) to explain why Theory X
assumptions led to ineffective management. Maslow had proposed that man's needs are arranged
in levels, with physical and safety needs at the bottom of the needs hierarchy and social, ego, and
self-actualization needs at upper levels of the hierarchy. Maslow's basic point was that once a
need is met, it no longer motivates behavior; thus, only unmet needs are motivational. McGregor
argued that most employees already had their physical and safety needs met and that the
motivational emphasis had shifted to the social, ego, and self-actualization needs. Therefore,
management had to provide opportunities for these upper-level needs to be met in the workplace,
or employees would not be satisfied or motivated in their jobs.

Such opportunities could be provided by allowing employees to participate in decision making,


by redesigning jobs to make them more challenging, or by emphasizing good work group
relations, among other things. According to McGregor, neither the hard style of management
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based on the classical school nor the soft style of management inspired by the human relations
movement were sufficient to motivate employees. Thus, he proposed a different set of
assumptions about human nature as it pertains to the workplace.

McGregor put forth these assumptions, which he believed could lead to more effective
management of people in the organization, under the rubric of Theory Y. The major propositions
of Theory Y include the following:

1. Management is responsible for organizing the elements of productive enterprise-money,


materials, equipment, and people in the interests of economic ends.
2. People are not by nature passive or resistant to organizational needs. They have become
so as a result of experience in organizations.
3. The motivation, potential for development, capacity for assuming responsibility, and
readiness to direct behavior toward organizational goals are all present in peoplemanagement does not put them there. It is a responsibility of management to make it
possible for people to recognize and develop these human characteristics for themselves.
4. The essential task of management is to arrange organizational conditions and methods of
operation so that people can achieve their own goals by directing their efforts toward
organizational objectives.

Thus, Theory Y has at its core the assumption that the physical and mental effort involved in
individuals will actually seek it out under the proper conditions. Theory Y also assumes that the
ability to be innovative and creative exists among a large, rather than a small segment of work is
natural and that individuals actively seek to engage in work. It also assumes that close
supervision and the threat of punishment are not the only means or even the best means for
inducing employees to exert productive effort. Instead, if given the opportunity, employees will
display self-motivation to put forth the effort necessary to achieve the organization's goals. Thus,
avoiding responsibility is not an inherent quality of human nature; the population. Finally, it
assumes that rather than valuing security above all other rewards associated with work,
individuals desire rewards that satisfy their self-esteem and self-actualization needs.

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Theory X and theory Y in the Twenty-first century

McGregor's work on Theory X and Theory Y has had a significant impact on management
thought and practice in the years since he first articulated the concepts. In terms of the study of
management, McGregor's concepts are included in the overwhelming majority of basic
management textbooks, and they are still routinely presented to students of management. Most
textbooks discuss Theory X and Theory Y within the context of motivation theory; others place
Theory X and Theory Y within the history of the organizational humanism movement.

Theory X and Theory Y are often studied as a prelude to developing greater understanding of
more recent management concepts, such as job enrichment, the job-characteristics model, and
self-managed work teams. Although the terminology may have changed since the 1950s,
McGregor's ideas have had tremendous influence on the study of management.

In terms of the practice of management, the workplace of the early twenty-first century, with its
emphasis on self-managed work teams and other forms of worker involvement programs, is
generally consistent with the precepts of Theory Y.

1.6Types of Motivation

Intrinsic motivation occurs when people are internally motivated to do something because it
either brings them pleasure, they think it is important, or they feel that what they are learning is
morally significant.

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Extrinsic motivation comes into play when a student is compelled to do something or act a
certain way because of factors external to him or her (like money or good grades)

Incentives

An incentive is something which stimulates a person towards some goal. It activates human
needs and creates the desire to work. Thus, an incentive is a means of motivation. In
organizations, increase in incentive leads to better performance and vice versa.

Need for Incentives

Man is a wanting animal. He continues to want something or other. He is never fully satisfied. If
one need is satisfied, the other need need arises. In order to motivate the employees, the
management should try to satisfy their needs. For this purpose, both financial and non financial
incentives may be used by the management to motivate the workers. Financial incentives or
motivators are those which are associated with money. They include wages and salaries, fringe
benefits, bonus, retirement benefits etc. Non financial motivators are those which are not
associated with monetary rewards. They include intangible incentives like ego-satisfaction, selfactualization and responsibility.

INCENTIVES

Financial Incentives

Non-financial incentives

Wages and Salaries.

- Competition
26

Bonus
Medical reimbursement
Insurance
Housing facility
Retirement benefits.

Group recognition
Job security
Praise
Knowledge of result
Workers participation.
Suggestion system.

- Opportunities for growth

1.7 Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it will
drink only if it's thirsty - so with people. They will do what they want to do or otherwise
motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must be
motivated or driven to it, either by themselves or through external stimulus.

Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for
motivation is a skill which can and must be learnt. This is essential for any business to survive
and succeed.

Performance is considered to be a function of ability and motivation, thus:

Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is a slow and
long process. On the other hand motivation can be improved quickly. There are many options
and an uninitiated manager may not even know where to start. As a guideline, there are broadly
seven strategies for motivation.

There are broadly seven strategies for motivation.

27

Positive reinforcement / high expectations


Effective discipline and punishment

Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

Essentially, there is a gap between an individuals actual state and some desired state and the
manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this
gap.

28

CHAPTER 2
RESEARCH
METHODOLOGY
29

Research is a systematic method of finding solutions to problems. It is essentially an


investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.
According to Clifford woody, research comprises of defining and redefining problem,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
reaching conclusions, testing conclusions to determine whether they fit the formulated
hypothesis

2.1 OBJECTIVES OF THE STUDY

Primary Objective

To study the important strategies which are needed to motivate the employees.

Secondary Objective

To study the effect of monetary and non-monetary benefits provided by the


organization on the employees performance.

To study the effect of job promotions on employees.

30

To learn the employees satisfaction on the interpersonal relationship exists in the


organization.

To provide the practical suggestion for the improvement of organizations


performance.

2.2 SCOPE OF THE STUDY

The research problem here in this study is associated with the motivation of employees of THE
ROYAL BANK OF SCOTLAND, NOIDA. There are a variety of factors that can influence a
persons level of motivation; some of these factors include

1. The level of pay and benefits,


2. The perceived fairness of promotion system within a company,
3.

Quality of the working conditions,

4. Leadership and social relationships,


5. Employee recognition
6. Job security
7. Career development opportunities etc.

31

Motivated employees are a great asset to any organisation. It is because the motivation and Job
satisfaction is clearly linked. Hence this study is focusing on the employee motivation in the
organisation. The research problem is formulated as follows:

What are the factors which help to motivate the employees?

2.3 NEED OF THE STUDY

The study is intended to evaluate motivation of employees in the organization. A good


motivational program procedure is essential to achieve goal of the organization. If efficient
motivational programmes of employees are made not only in this particular organization but also
any other organization; the organizations can achieve the efficiency also to develop a good
organizational culture.

Motivation has variety of effects. These effects may be seen in the context of an individuals
physical and mental health, productivity, absenteeism and turnover. Employee delight has to be
managed in more than one way. This helps in retaining and nurturing the true believers who
can deliver value to the organization. Proliferating and nurturing the number of true
believers is the challenge for future and present HR managers.

This means innovation and creativity. It also means a change in the gear for HR polices and
practices. The faster the organizations nurture their employees, the more successful they will be.
The challenge before HR managers today is to delight their employees and nurture their
creativity to keep them a bloom.

This study helps the researcher to realize the importance of effective employee motivation. This
research study examines types and levels of employee motivational programmes and also
discusses management ideas that can be utilized to innovate employee motivation. It helps to
provide insights to support future research regarding strategic guidance for organizations that are
both providing and using reward/recognition programs.

32

2.4 RESEARCH METHODOLOGY

2.4.1 Nature of Research

Descriptive research, also known as statistical research, describes data and characteristics about
the population or phenomenon being studied. Descriptive research answers the questions who,
what, where, when and how.
Although the data description is factual, accurate and systematic, the research cannot describe
what caused a situation. Thus, descriptive research cannot be used to create a causal relationship,
where one variable affects another. In other words, descriptive research can be said to have a low
requirement for internal validity.

2.4.2 Methods of Data Collection

The data is collected through Primary and secondary sources.

Primary Sources

Primary data are in the form of raw material to which statistical methods are applied for the
purpose of analysis and interpretations.
The primary sources are discussion with employees, datas collected through questionnaire.

Secondary Sources

Secondary datas are in the form of finished products as they have already been treated
statistically in some form or other.
33

The secondary data mainly consists of data and information collected from records, company
websites and also discussion with the management of the organization. Secondary data was also
collected from journals, magazines and books

2.4.3 Sampling Design

A sample design is a finite plan for obtaining a sample from a given population. Simple random
sampling is used for this study.

2.4.4 Universe

The universe chooses for the research study is the employees of The Royal Bank of Scotland.

2.4.5 Sample Size

Number of the sampling units selected from the population is called the size of the sample.
Sample of 50 respondents were obtained from the population.

2.4.6 Sampling Procedure

The procedure adopted in the present study is non-probability sampling, which is also known as
Convenience Sampling. Under this sampling design, units are selected based on easy
access/availability.

2.4.7 Questionnaire

A well defined questionnaire that is used effectively can gather information on both overall
performance of the test system as well as information on specific components of the system. A
34

defeated questionnaire was carefully prepared and specially numbered. The questions were
arranged in proper order, in accordance with the relevance.

2.4.8 Pre-testing

A pre-testing of questionnaire was conducted with 10 questionnaires, which were distributed and
all of them were collected back as completed questionnaire. On the basis of doubts raised by the
respondents the questionnaire was redesigned to its present form.

2.4.9 Nature of Questions Asked.

The questionnaire consists of closed ended, dichotomous, rating and ranking questions.

2.5. LIMITATIONS OF THE STUDY

The limitations of the study are the following

The data was collected through questionnaire. The responds from the respondents may
not be accurate.

The sample taken for the study was only 50 and the results drawn may not be accurate.

Since the organization has strict control, it acts as another barrier for getting data.

Another difficulty was very limited time-span of the project.

35

Lack of experience of Researcher.

CHAPTER 3
36

COMPANY
PROFILE

About the Royal Bank of Scotland Group

In 300 years, The Royal Bank of Scotland Group has grown to become one of the largest
financial services groups in the world. Our brands operate around the globe to provide banking
services for individuals, businesses and institutions. Proud of our history, we remain committed
to innovation and service.

In 2007, the Group strengthened its presence across the globe through the purchase of several
parts of the Dutch bank, ABN AMRO, including their businesses in India.

The Group serves a variety of medium to large enterprises, including multi-national corporations
(MNC) and financial institutions. We offer integrated consumer and business banking services

37

such as transaction banking, risk management, investment banking, private banking and asset
management.

Our clients each have different aspirations, goals and needs. We work closely with and for them,
providing solutions for their particular personal and business circumstances.

About RBS India

RBS India offers an unparalleled suite of client services in India. Using our global reach and
drawing on the expertise of our team of research, sales and trading, equity capital market and
mergers & acquisitions (M&A) advisory professionals, we have led many of the biggest and
most innovative landmark transactions in India for our Corporate and Institutional Clients.

We offer a broad range of transaction banking, fixed income and foreign exchange products and
services, including sales and trading, fixed income origination, derivatives, structured lending
and commodity financing.
Additionally, we provide a diverse range of product offerings including personal loans, credit
cards, savings accounts, financial planning, investment and insurance services, to meet the
everyday financial needs of over a million Personal Banking clients in India.

Asset Management is among the fastest growing asset managers, with just two years of
operations in the country. We have ever-increasing distribution and aim to emerge as a leading
player in the Indian asset management industry. Leveraging the Group's comprehensive research
and diverse range of investment products, we offer our clients investment options in fixed
income, equities, money markets and structured products.

Our Microfinance program, the largest amongst its peer foreign banks in India, is aimed at
delivering credit to our target community of impoverished rural woman through intermediaries
called microfinance institutions
38

As the literacy rate and awareness are increasing more and more people are realizing the
importance of saving for the future. Their saving could be for any unexpected future expense or
for fulfillment of any kind of financial goal. It has been proved over and over again that Saving
is smart, but investing is smarter.
Almost all the banks today have a wealth management division as it is a vital source of income
and of most important financial service which has been heavily in demand by a customer. The
wealth management service offered by RBS is known as Royal Wealth Management. Corporate
acquisitions and cross selling investment tools like Mutual Funds and Insurance are the
primary activities of the Acquisition - Corporate Segment.

RBS offers products which comprise of equity, debt and gold.

Equity:
Investing in the equity of a company means owning a part of the company through its equity
shares. This is one of the most volatile investment classes. E.g. Stock of a company.

Debt:
Debt investments provide investors with regular income and are also known as fixed income
instruments. They normally have a fixed rate of return and tenure, E.g. Debt funds and Bank
fixed deposits.

Gold:
Gold is a highly sought after metal. It has the potential to beat inflation over a long run. We offer
gold in the form of gold funds.

39

Clients require the services when they want to invest money saved them in the form of lump sum
or monthly installment in any scheme of an AMC or an Insurance policy.

The products offered by RBS are:

INVESTMENTS

Deposits
Gold and Capital Gain Bonds
Mutual Funds
Equity
Balanced
Debt (including FMPs)
Money Market Funds
Alternate/PMS

INSURANCE
Life insurance
Retirement Plans
Investment Plans
Savings Plans
Health Plans
Term Insurance
Estate Planning
Young Children Plans
Non-life insurance
Home Suraksha
360 Degree Wellness
VGPB Wellness
Asset Protection

List of AMCs whose products RBS is authorized to sell:

40

HDFC

Reliance

DSP Blackrock

ICICI

Fidelity

SBI

Sundaram

Templeton

IDFC

Birla

Tata

HSBC

RBS promotes life insurance schemes of Aviva Life Insurance and non-life insurance schemes
of Reliance General Insurance

41

CHAPTER 4

42

MOTIVATION
POLICIES OF RBS

There are different ways through which rbs motivates its employees
4.1 Incentives
The employees are given monetary incentives in every 3 months which are purely based on their
performance. If the employee successfully completes the assigned in the given time frame then
the employee is given incentive along with the salary.
There are appraisals given to each employee according to the their performance every month.
There are targets fixed for the employees every month according to the performance of their last
month.
Like for the corporate team, they need to open a fixed number of salary accounts which vary
every month. If the account gets activated and the salary of the customer gets transferred then the
customer gets transferred then only then the employee gets the appraisal.

4.2 Fun Club


43

The fun club is an initiative taken by the HR team of the RBS to keep the employees motivated
and feel at sense of belonging. They feel refresh and find the working place even lighter.
An amount of Rs.100 is deducted from each employees salary and is credited to the account of
fun club. After the period there are different activities that are held for the employee motivation
as well as there are parties that are help for the employees in which the held on the expense of
the bank.
For example, Tambola was held which was carried forward with a small snack party
There were two party organized in a club called KINK after the office hours.

4.3 Tours and lunches


There are lot of tours and lunches that are organized in RBS for the employee. All the tours and
lunches are conducted purely on the expenses of the bank.the employees are headed and
accompanied by the team head. If the employee achieves the target then the employees are taken
for a tour or lunches. The tours are conducted atleast twice in a year.
The lunches are organized atleast almost every month for the employees.

4.4 Gift vouchers


There are different retailers that are the clients of RBS. RBS offers different schemes and
benefits to the clients so in return to the close attention of RBS to the clients the retails also give
some benefits to the employees. If the client is satisfied with the Relationship manager then they
provide different discounts and schemes to the employees while availing the services. So the
cordial relations that are maintained by RBS with the clients make the working of the employee
for the company even more confortable and enjoy availing the benefits.

4.5 Smiley week

The smiley week was help recently for motivating the employees in which there were activities
where held for the employees where every one wears a smiley badge for the whole week.

The activites that took place were:


44

Photo contest- celebrating smiles


Action- these were the candid pictures that were taken preferably at the work place during 4 days
of the week.the winner was annoiunced on Friday. The prize for the contest and the suggestion
for the same was a book on photography or weekend photography course available in the city.
The winning photographs were published in the special edition of the newsletter.the prize amount
was Rs. 500/- along with a photography book

Original joke contest- bringing a smile a someones face at work


Action- workplace jokes were preferred. There were not be more than 500 words. Personal
attack, however funny, were not entertained. The best was selected on the last day of the working
week. The best joke was published in the newsletter and the prize amount was Rs. 500/- along
with a book of jokes

Smiley wall was put up in the branch cafeteria and employee can write nice things about
each other birthplace of smiley
Action- The wall was procured. Suggestion was to purchase a 3x 2 thermocol board, covered
with paint and was put up in a public conspicuous place. No one was suppose to put up a chart
paper as people get an option of writing of the same. The picture was taken at the end of the
week and the best wall was awarded accordingly.

Smiley story of the week- slipped a smiley contest


Action- There were original short stories and could have been in a skit form too. It was suppose
to have 2500 words and stories pertaining to the workplace were preferred. The prize was of
amount Rs. 500/- as well as a book or a T-shirt. The best story was to be published in the
newsletter.
Find who has the hidden smiley
Action- clues of this special person were given out every day for the first 4 days of the week.
The final decision was taken on the last day of the week. Both the hidden smiley as well as the
finding smiley will be given a surprise gift. The prize was a smiley T-shirt along with the cash
prize of Rs. 500/-

45

Smiley of the week


Action- criteria: wearing of the batch, most helpful, involved in all the activities of the smiley
week, smiling, spontaneous, cheersful,etc.. prize was an award poster laminated and framed
along woth the cash prize of Rs. 500/Most cooperative and helpful person in the program at the branch gotsiley of the week award.

CHAPTER 5

46

SURVEY AND
ANALYSIS

1. Is the HR department sensitive toward the problems of the employees?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS PERCENTAGE

Highly satisfied

18

36

Satisfied

29

58

Neutral

Dissatisfied

Highly satisfied

Total

50

100

(Table 4.1)

47

INTERPRETATION
The table shows that 58% of the respondents are satisfied with the support they are getting from
the HR department.

2. Is the management is interested in motivating the employee?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Strongly Agree

27

54

Agree

20

40

Neutral

Disagree

Strongly Disagree

Total

50

100

(Table 4.2)

48

INTERPRETATION
The table shows that 54% of the respondents are strongly agreeing that the management is
interested in motivating the employees.

3. What type of incentives that motivates the most?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Financial Incentives

15

30

Non financial Incentives

18

Both

26

52

Total

50

100

49

INTERPRETATION
The table shows that 52% of the respondents are expressing that both financial and non financial
incentives will equally motivate them.

4. Are you Satisfied with the present incentives schemes?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Highly satisfied

18

36

Satisfied

29

58

Neutral

Dissatisfied

Highly satisfied

Total

50

100

50

INTERPRETATION
The table shows that 58% of the respondents are satisfied with the present incentive scheme of
the organization.
5. Is the company eager in recognizing and acknowledging employees work?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Strongly Agree

18

54

Agree

29

58

Neutral

Disagree

Strongly Disagree

Total

50

100

51

INTERPRETATION
From the study, 58% of employees agreed that the company is eager in recognizing and
acknowledging their work, 36% strongly agreed and only 6% showed neutral response.

6. Are there any periodically increase in salary?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Strongly Agree

12

24

Agree

23

46

Neutral

Disagree

18

Strongly Disagree

Total

50

100

52

INTERPRETATION
The table shows 46% of employees agree that there is a periodical increase in the salary.

7. Is there Job security existing in the company?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Strongly Agree

15

30

Agree

18

36

Neutral

11

22

Disagree

Strongly Disagree

Total

50

100

53

INTERPRETATION
The table shows 35% of employees agree with good job security exist in the company.

8. Do you have good relations with co-workers?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Strongly Agree

15

30

Agree

27

54

Neutral

16

Disagree

Strongly Disagree

Total

50

100

54

INTERPRETATION
The table shows 54% of the respondents agree that they have good relations with co-worker.

9. Do you have effective performance appraisal system?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Strongly Agree

10

20

Agree

23

46

Neutral

16

Disagree

12

Strongly Disagree

Total

50

100

55

INTERPRETATION
The table shows 46% of the respondents agree to effective performance appraisal system existing
in the company.

10. Are there any effective promotional opportunities in present job?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Strongly Agree

18

Agree

26

52

Neutral

18

Disagree

Strongly Disagree

Total

50

100

56

INTERPRETATION
The table shows 52% of the respondents agree with effective promotional opportunities in their
present job.

11. Does the company offer good safety measures existing in the organization?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Strongly Agree

15

30

Agree

23

46

Neutral

Disagree

12

Strongly Disagree

Total

50

100

57

INTERPRETATION
The table shows 46% of the respondents agree that there is a good safety measure existing in the
company.

12. Are the performance appraisal activities are helpful to get motivated?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Strongly Agree

18

Agree

23

46

Neutral

12

Disagree

Strongly Disagree

18

Total

50

100

58

INTERPRETATION
The table shows 46% of the respondents agree that the performance appraisal activities are
helpful to get motivated.

13. Is the support of co-workers is helpful to get motivated?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Strongly Agree

12

20

Agree

29

46

Neutral

Disagree

12

Strongly Disagree

Total

50

100

59

INTERPRETATION
The table shows 58% of the respondents agree that the support from the co-worker is helpful to
get motivated.

14. Are the career developments opportunities helpful to get motivated?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Strongly Agree

10

20

Agree

26

52

Neutral

Disagree

Strongly Disagree

16

Total

50

100

60

INTERPRETATION
The table shows 52% of the respondents agree that the career development opportunities are
helpful to get motivated.

15. What are the factors that motivate you the most?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Salary increase

21

42

Promotion

15

30

Leave

Motivational talk

10

Recognition

12

Total

50

100

61

INTERPRETATION
The table shows that the 42% of the respondent is responding that increase in salary will
motivate them the most.

16. Do Incentives and other benefits influence your performance?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Influence

32

64

Does not influence

12

24

No opinion

12

Total

50

100

62

INTERPRETATION
The table shows 64% of the respondents responded that incentives and other benefits will
influence their performance

17. Does the management involves you in the decision making which are connected
with your department?

SL NO

NUMBER OF
PARTICULAR

RESPONDENTS

PERCENTAGE

Yes

47

94

No

Occasionally

Total

50

100

63

INTERPRETATION
The table shows 94% of the respondents agree that they the Management involve them in
decision making which are connected to your department.

CHAPTER 6
64

SUMMARY

This document aims at providing employees and management members with the information that
can be beneficial both personally and professionally. Every business enterprise has multiple
objectives including of adequate profit for payment of a reasonable rate of return to the owners
and for investment in business through satisfaction of customers, maintenance of a contended
workforce and creation of a public image. The basic job of management of any business is the
effective utilization of available human resources, technological, financial and physical resources
for the achievement of the business objectives.

This project entitled as Employee motivation was done to find out the factors which will
motivate the employees. The study undertakes various efforts to analyze all of them in great
details. The researcher in this project at the outset gives the clear idea of the entire department
existing in the company. From the study, the researcher was able to find some of the important
factors which motivate the employees. Factors like financial incentives and non financial
inventive, performance appraisal system, good relationship with co-workers, promotional
opportunities in the present job, employee participation in decision making are very much effect
the level employee motivation. It is also clear from the study that the company is so eager in
motivating their employees and their present effort for it so far effective.

65

The human resources can play an important role in the realization of the objectives. Employees
work in the organization for the satisfaction of their needs. If the human resources are not
properly motivated, the management will not be able to accomplish the desired results.
Therefore, human resources should be managed with utmost care to inspire, encourage and impel
them to contribute their maximum for the achievement of the business objectives.

CHAPTER 7

66

FINDINGS

The findings of the study are follows

The Royal Bank of Scotland has a well defined organization structure.


There is a harmonious relationship is exist in the organization between employees and
management.
The employees are really motivated by the management.
The employees are satisfied with the present incentive plan of the company.
Most of the workers agreed that the company is eager in recognizing and acknowledging
their work.
The study reveals that there is a good relationship exists among employees.
Majority of the employees agreed that there job security to their present job.
The company is providing good safety measures for ensuring the employees safety.
From the study it is clear that most of employees agrees to the fact that performance
appraisal activities and support from the coworkers in helpful to get motivated.
The study reveals that increase in the salary will motivates the employees more.
67

The incentives and other benefits will influence the performance of the employees.

CHAPTER 8
68

RECOMMENDATIONS

The recommendations for the findings from the study are follows

Most of the employees agree that the performance appraisal activities are helpful to get
motivated, so the company should try to improve performance appraisal system, so that
they can improve their performance.

Non financial incentive plans should also be implemented; it can improve the
productivity level of the employees.

Organization should give importance to communication between employees and gain coordination through it.
69

Skills of the employees should be appreciated.

Better carrier development opportunities should be given to the employees for their
improvement.

If the centralized system of management is changed to a decentralized one, then there


would be active and committed participation of staff for the success of the organization

CHAPTER 9
70

FUTURE SCOPE

Future of employee motivation in THE ROYAL BANK OF SCOTLAND is a systematic attempt


at identifying and nurturing future leaders for the company. It identifies employees who have
potential to take up Senior Management positions in future and develops and train them for such
responsibilities.
Another objective of the bank is to engage and harness the substantial "youth power" available to
meet the emerging business challenges, by creating a vibrant and energetic culture - focusing on
competitive attributes of Speed, Innovation and Attitude.

71

CHAPTER 10
72

CONCLUSION

The study concludes that, the motivational program procedure in THE ROYAL BANK OF
SCOTLAND is found effective but not highly effective. The study on employee motivation
highlighted so many factors which will help to motivate the employees. The study was conducted
among 50 employees and collected information through structured questionnaire. The study
helped to findings which were related with employee motivational programs which are provided
in the organization.

The performance appraisal activities really play a major role in motivating the employees of the
organization. It is a major factor that makes an employee feels good in his work and results in his
satisfaction too. The organization can still concentrate on specific areas which are evolved from
this study in order to make the motivational programs more effective. Only if the employees are
properly motivated- they work well and only if they work well the organization is going to
benefit out it. Steps should be taken to improve the motivational programs procedure in the
future. The suggestions of this report may help in this direction.
73

CHAPTER 11
74

BIBLIOGRAPHY

BOOKS

Chabra T N Human Resource Management (2005) revised edition Gangan Kapur,


Delhi.

Venugopal & Aziz Abdul Human Resource Management (2004) revised edition,

Prasad L.M, Human Resource Management, second edition (2005), Sultan Chand &
Sons- New Delhi.

75

Kothari C.R Research Methodology- Methods and Techniques2nd revised edition


(2007) New Age International Publishers- New Delhi

http://documents.scribd.com.s3.amazonaws.com/docs/5zw7hpqvpcxo47l.doc?t=1303656307

http://u.jimdo.com/www16/p/s9f06bfecee5e75b2/download/md7a9c37eb6889c39/1240667316/McDonald
%27s.doc?px-hash=e75983c5d9bafa2d7d197b0c4e28629829296f05&px-time=1307462213

http://www.rbs.in/India/May-I-Help/RATES-AT-A-GLANCE---APRIL-6-2010.doc

http://www.scribd.com/doc/50205196/ob-project-on-employee-motivation
http://umu.diva-portal.org/smash/get/diva2:140244/FULLTEXT01

http://www.rbs.in/India/index.htm

http://www.allbusiness.com/human-resources/employee-development-employeeproductivity/601547-1.html

CHAPTER 12
76

APPENDIX

EMPLOYEE MOTIVATION FORM

Name(optional):

Age:

Gender:
77

Designation:

Phone no.:

Email:

SIGNATURE

QUESTIONNAIRE

1. Is the HR department sensitive toward the problems of the employees?


a. Highly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Highly satisfied
2. Is the management is interested in motivating the employee?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
3. What type of incentives that motivates the most?
a. Financial
b. Non-financial
c. Both
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4. Are you Satisfied with the present incentives schemes?


a. Strongly satisfied
b. Satisfied
c. Neutral
d. Dissatisfied
e. Strongly dissatisfied
5. Is the company eager in recognizing and acknowledging employees work?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
6. Are there any periodically increase in salary?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree

7. Is there Job security existing in the company?


a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
8. Do you have good relations with co-workers?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
9. Do you have effective performance appraisal system?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
10. Are there any effective promotional opportunities in present job?
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a.
b.
c.
d.
e.

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

11. Does the company offer good safety measures existing in the organization?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
12. Are the performance appraisal activities are helpful to get motivated?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
13. Is the support of co-workers is helpful to get motivated?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly disagree
14. Are the career development opportuniries are helpful to get motivated?
a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly agree
15. What are the factors that motivate you the most?
a. Salary increase
b. Promotion
c. Leaves
d. Motivational talks
e. Recognition

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16. Do Incentives and other benefits influence your performance?


a. Influence
b. Does not influence
c. No opinion
17. Does the management involves you in the decision making which are connected with
your department?
a. Yes
b. No
c. Occasionally

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