Professional Documents
Culture Documents
.... Employee Motivation - Bajaj Allianz
.... Employee Motivation - Bajaj Allianz
WITH REFERENCE TO
BAJAJ ALLIANZ LIFE INSURANCE COMPANY LIMITED
TABLE OF CONTENTS
CHAPTER
TITLE
INTRODUCTION
LITERATURE REVIEW
RESEARCH METHODOLOGY
NEED OF THE STUDY
OBJECTIVE OF THE STUDY
SCOPE OF THE STUDY
LIMITATIONS OF THE STUDY
RESEARCH DESIGN
BIBLIOGRAPHY &
QUESTIONNAIRE
CHAPTER - 1
INTRODUCTION
Co mmit me nt
Co mpetence
Congruence
Cost-effectiveness
Commit ment
Concerns e mplo ye es lo ya lt y to the organization personal motivation and
linking for their work. The degree of e mplo yee commit ment might be assessed
via attitude surve ys labor turnover and absenteeis m statistics and through
interview with the workers who quit their jobs.
Competence
Relates to e mplo ye es skills and abilities, training require me nts and potential for
higher work. These ma y be esti mated through e mplo ye e appraisal s yste m and
the preparation of skills inventories. HRM policies should be designed to
attract, retain and motivate competent.
Congruence
Congruence means that manage me nt and workers share the sa me vision of the
organization goals and work together to attain the m. In a well-managed
organization, e mplo ye es at all levels of authorit y will share common
perspectives about the factors that deter mine its prosperit y and future prospects.
Cost-effectiveness
Concerns operational efficienc y. HR should be used to the best advantage and in
the most productive wa ys. Outputs must be maxi mized at the lowest input cost
and the organizational must be quick to respond to ma rket opportunities and
environmental changes.
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
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
CHAPTER 2
INDUSTRY PROFILE
&
COMPANY PROFILE
INDUSTRY PROFILE
The insurance sector in India has come a full circle from being an open
competitive market to nationalization and back to a liberalized market again.
Tracing the developments in the Indian insurance sector reveals the 360 degree
turn witnessed over a period of al most two centuries.
1928: The Indian Insurance Companies Act enacted to enable the governme nt to
collect statistical infor mation about both life and non-life insurance businesses.
1938: Earlier legislation consolidated and a mended to b y the Insurance Act with
the objective of protecting the interests of the insuring public.
1956: 245 Indian and foreign insurers and provident societies taken over b y the
central government and nationalized. LIC for med b y an Act of Parlia ment, 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 Compan y Ltd., the first general insurance compan y
established in the ye ar 1850 in Calcutta b y the British.
The Malhotra committee was set up with the objective of comple menting the
refor ms initiated in the financial sector.
The refor ms were ai med at creating a more efficient and competitive financial
s yste m suitable for the require me nts of the economy keeping in mind the
10
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
iv) Investments
11
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 li mited wa y b y stipulating the
mi ni mu m capital require me nt of Rs.100 crore. The committee felt the need to
provide greater autonomy to insurance companies in order to i mprove their
perfor mance and enable the m to act as independent companies with economic
motives. For this purpose, it had proposed setting up an independent regulator y
bod y.
Refor ms in the Insurance sector were initiated with the passage of the IRDA
Bill in Parlia ment in Dece mber 1999. The IRDA since its incorporation as a
statutor y bod y in April 2000 has fastidiousl y stuck to its schedule of fra ming
regulations and registering the private sector insurance companies.
The approval of institutions for i mparting training to agents has also ensured
that the insurance companies would have a trained workforce of insurance
agents in place to sell their products, which are expected to be introduced b y
earl y next ye ar.
Since being set up as an independent statutor y bod y the IRDA has put in a
fra me work of globall y compatible regulations. In the private sector 12 life
insurance and 6 general insurance companies have been registered.
12
Company Profile
13
Vision
To be the Best Life Insurance Company - To Buy from, Work For & Invest in.
"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.
14
Term Insurance
Savings Solutions
Investment Solutions
Retirement Solutions
ULIP
Group Insurance
NRI Corner
PRODUCT PROFILE
15
16
17
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.
CHAPTER 3
LITERATURE REVIEW
18
REVIEW OF LITERATURE
Employee motivation and empowerment
Introduction:
Motivation is one of the most important factors affecting human behavior and performance.
This is the one of the reason why managers attach great importance to motivation in
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.
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, direction, and persistence of effort expended at work, according to schermer horn,
et al . This is an excellent working definition for use in business.
Study:
19
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.
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.
Needs in
Providing need
satisfaction
20
Engagement in
work
Motive
Nature of motivating:
Motivating
Motivation
Based on the definition of motivation, we can derive its nature relevant for human behavior in
organization.
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 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 a
consequence of rewards and punishments associated with the past experiences. It provides
means to analyze outcomes already experienced by individual.
5.
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.
21
(1)
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
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.
22
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
3.
Aggression:
23
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
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.
24
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 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
25
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 facilities, harmonious workshop appropriate and motivating leadership
styles, motivating work, and do on. These organizational resources work in two ways in
increasing 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 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:
26
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 selfempowered 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.
27
There are five approaches which have been suggested for empowerment:
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 praise, encouragement, and verbal
feedback to raise confidence.
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
28
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.
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.
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
29
new skills. Your plate will be less full so you can concentrate on contribution. Your reporting staff
will gratefully shine-and so will you.
10. Help employees feel rewarded and recognized for empowered behavior
When employees feel under-compensated, under-titled for the responsibilities they take on, undernoticed, 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.
30
CHAPTER 4
RESEARCH METHODOLOGY
31
The purpose of the study is to identify the level of motivation among the working group
in Bajaj Allianz Life insurance.
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.
32
The human resources management has to identify employees motivation to match with
the organizations productivity. The motivation of each employee will lead to the better
performance and in turn satisfies both the employees and also organization. As employee
motivation is important for the organization to achieve the desired goals on time,
therefore the employees must be motivated by using various techniques.
33
34
RESEARCH DESIGN
1. Sampling design
Size of sample : sample size is 32 to 100
Methods of sampling : simple random sampling
questionnaire
Hypothesis:
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.
35
CHAPTER -5
DATA ANALYSIS
&
INTERPRETATION
36
Response/category
Sr. Section
Sr.
Sr. Isa
Officer
Supervisor
Assistant
Total
Accounts
Percentage
Of total
Officer
Money
12
Job security
11
34
Promotion
Career
Welfare measures
Recognition &
18
Both
career
development
&
recognition &rewards
Development
Reward
37
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.
38
Sr.
Sr.
Section
Supervisor
Sr.
Isa
Officer
Assistant
Total
Accounts
Percentage
To total
Officer
Transportation
11
15
47
Public service
12
Utilization of it
15
Profit making
12
Checking accounts
12
39
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.
40
Response/category
Sr.section
officer
Sr.
Sr.isa
Supervisor
Assistant
Total
Percentage
to total
Accounts
Officer
Happy
Proud
10
31
Good
12
Average
Satisfied
15
Very satisfied
Mixed feelings
21
41
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.
42
Sr.section
officer
Sr.
Su1pervisor
Sr.isa
Assistant
accounts
officer
Total
Percentage
to total
Good
29
Very involved
10
31
Moderate
10
31
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
involved in the organization; and the least 9% feel that they are not at all involved in the
organization.
43
Response/category
Sr.section
officer
Sr.
Sr.isa
Supervisor
Assistant
Total
Persentage
to total
Account
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 effective decision
making. And the remaining 44% of the respondents said yes because they felt that they can
participate for the effective decision making.
44
Response/
category
Sr. Section
officer
Sr.
Supervisor
Sr. Isa
Assistant
accounts
officer
Total
Percentag
e to total
Yes
16
50
No
16
50
Interpretation:
45
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
category
Sr.
Section
officer
Sr.
Supervisor
Sr. Isa
Assistant
accounts
officer
Total
Percentag
e to total
100%
75%
17
50%
14
43
25%
10
31
Interpretation:
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%.
46
Response/category
Sr.
Sr.
Sr.isa
Section
Supervisor
Assistant
Total
Accounts
Officer
Percentage
To total
Officer
Awards
28
Rewards
28
Promotional channels
18
26
Through ldc
No comments
Interpretation:
47
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.
Response/category
Sr.
Sr.
Sr. Isa
Section
Supervisor
Total
Percentage
Accounts
officer
Officer
Personal issues
Assistant
18
Educational
ground
back
13
Competition
trade unions
among
17
Reluctance
against
administration
26
Bias in management
decisions
26
48
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.
49
Response/categor
y
Sr.sectio
n officer
Sr.superviso
r
Sr.isa
Assistan
t
account
s officer
Total
Percentag
e to total
Stagnation,
lethargy, growth
prospects
22
Lack of motivation
and recognition
28
Decision taken by 2
top authorities
28
Miscellaneous
13
No comments
50
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
51
Sr. Section
officer
Sr.
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.
52
Sr.section
officer
Sr.supercisor
Sr.isa
Assistan
t
account
s officer
Total
Percentag
e to total
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.
53
Response/categor
y
Sr.section
officer
Sr.suprevisor
Sr.isa
Assistant
accounts
officer
Total
Percentag
e to total
Recognition
rewards
& 3
22
Delegation
authority
of
12
No empowerment
22
22
Accountability
without
suitability
No link between
pay
&
performance
Work schedule
Miscellaneous
54
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.
55
Response/categor
y
Sr.section
officer
Sr.supervisor
Sr.isa
Assistan
t
account
s officer
Total
Percentag
e to total
Yes
11
36
No
26
Rarely
Satisfied
Through
13
Depends
No comments
Monetary terms
56
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.
57
Response/category
Sr.section
officer
Sr.supervisor
Sr.isa
Assistan
t
account
s officer
Total
Percentag
e to total
Very satisfied
28
Satisfied
12
16
50
Dissatisfied
22
Very dissatisfied
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.
58
16. Employees need to be remind that their jobs are dependent on the companys ability
to compete effectively
OPINION
NUMBER OF RESPONDENTS
PERCENTAGES
(%)
76
76
Agree
10
10
Disagree
Strongly disagree
Total
100
100
Strongly agree
76
80
70
60
50
PERCENTAGES
40
Strongly agree
Agree
30
20
10
0
Disagree
10
Strongly disagre e
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.
59
17. Supervisors should give a good deal of attention of the physical working conditions
of their employees
OPINION
NUMBER OF RESPONDENTS
PERCENTAGES
(%)
40
40
Agree
24
24
Disagree
20
20
Strongly disagree
16
16
Total
100
100
Strongly agree
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.
60
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 disagre e
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.
61
19. Better job description would be helpful so that company will no exactly what is
employees expected of them
NUMBER OF RESPONDENTS
OPINION
PERCENTAGES
(%)
69
69
No
31
31
Total
100
100
Yes
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.
62
NUMBER OF RESPONDENTS
OPINION
PERCENTAGES
(%)
50
50
Agree
33
33
Disagree
Strongly disagree
13
13
Total
100
100
Strongly agree
50
50
40
33
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 standard performance in their organization, (50%)
as Excellent, (33%) as good, (4%) as Poor, (13%) as to some extent.
63
NUMBER OF RESPONDENTS
OPINION
PERCENTAGES
(%)
44
44
Agree
50
50
Disagree
Strongly disagree
Total
100
100
Strongly agree
50
44
50
40
PERCENTAGES 30
Strongly agree
20
Agree
Disagree
10
0
Strongly disagree
1
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%) as strongly agree, (50%) as agree, (6%) as
Disagree, (0%) as strongly disagree.
64
22. The company retirement benefits and stock programs are important factors on
their jobs
NUMBER OF RESPONDENTS
OPINION
PERCENTAGES
(%)
60
60
Agree
19
19
Disagree
10
10
Strongly disagree
11
11
Total
100
100
Strongly agree
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 are important factors in keeping employees on
their jobs, (60%) as strongly agree, (19%) as agree, (10%) as Disagree, (11%) as strongly
disagree.
65
23. Almost every job can be made most stimulating and challenging
NUMBER OF RESPONDENTS
OPINION
PERCENTAGES
(%)
50
50
Agree
40
40
Disagree
Strongly disagree
Total
100
100
Strongly agree
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, (50%) as strongly agree, (40%) as agree,
(4%) as Disagree, (6%) as strongly disagree.
66
24. Many employees want to give their best in very thing they do
NUMBER OF RESPONDENTS
OPINION
PERCENTAGES
(%)
99
99
No
Total
100
100
Yes
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.
67
25. Management could show more than interest in the employees by sponsoring
Social events after hours
OPINION
NUMBER OF RESPONDENTS
PERCENTAGES
(%)
30
30
Agree
40
40
Disagree
22
22
Strongly disagree
Total
100
100
Strongly agree
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, (40%) as agree, (22%) as Disagree, (8%) as strongly disagree.
68
CHAPTER - 6
FINDINGS, SUGGESTIONS & CONCLUSION
69
FINDINGS
It was found that:
1.
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.
10. Lack of motivation and recognition, decision taken by top authorities are the obstacles
that stoop employees performing to the best.
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.
70
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.
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.
7.
The motivation should be unbiased and avoid being stereo-type while encouraging
the employees.
71
CONCLUSIONS
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:
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.
72
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,
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.
73
CHAPTER 7
BIBLIOGRAPHY
&
QUESTIONNAIRE
74
BIBLIOGRAPHY
Books
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
75
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
76
No
77
78
No comments
Very little
No knowledge
79
b)Satisfied
Dissatisfied
Very dissatisfied
16.Employees need to be remind that there jobs are dependent on the companys ability
to compete effectively
d. strongly disagree
17. Supervisers should give a good deal of attention of the physical working conditions
of their employees
d. Strongly disagree
80
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
(
b. Poor
c. Excellent
d. Some extent
d. Strongly disagree
22. The company retirement benefits and stock programs are important factors on
Their jobs
d. Strongly disagree
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
d. Strongly disagree
81
82