Shiru Motivating Employees Project 2019-2020 New

A
PROJECT REPORT
ON
A Detailed Study On Motivating Employees At Enum Tech
SUBMITTED TO SAVITRIBAI PHULE PUNE UNIVERSITY
IN
PARTIAL FULFILLMENT OF
MASTER OF BUSINESS ADMINISTRATION (HRD)
Y&M
POONA INSTITUTE OF MANAGEMENT, SCIENCE AND ENTREPRENEURSHIP
ACADEMIC YEAR 2019-2020
PROJECT GUIDE
PROF. MISBAH QUADRI
PREPARED BY
MR.SHIRAJ IRSHAD KAZI.
1
CERTIFICATE
2
ACKNOWLEDGEMENT
This report required the co-operation and support of many people. I would like to express my
gratitude to all those who gave me the possibility to complete this project.
I am sincerely thankful to the management of Enum Tech for giving me an opportunity to carry
out my project with their organization. I would like to thank Mr. Umar Solanki, the lead of the
Enum Tech for his guidance and help.
I would like to express my gratitude to my Director Mr. Shakeel Ahmed for giving me the
valuable advice and helping me to complete my project successfully.
Every project requires work, dedication and research. Its implementation would not have been
possible without the pearls of wisdom, guidance and supervision of our internal guide Prof.
Misbah Qadri comm[ents and ideas provided during the course of this subject facilitated in
writing a quality report.
I am also obliged to the cooperative, and their staff members for the exposure and valuable
insights they provided, which I shall be carrying along in the way fare of my life.
3
DECLARATION
I hereby declare that the project report entitled “MOTIVATING EMPLOYEES” is carried out by
me at “ENUM TECH” and is in partial fulfillment of the requirement for the Post Graduate
Degree of MASTER OF BUSINESS ADMINISTRATION (HRD).
It is a record of project work carried out by me under the guidance of my Prof. My original work
done and the conclusion drawn is based on the data collected and observation made by the
interaction with the employees and Manager of ENUM TECH.
SHIRAJ IRSHAD KAZI
DATE:-
4
EXECUTIVE SUMMARY
This study was executed in order to measure the employees’ current satisfaction of motivational
factors and incentives in the company, that will help increasing their spirit as well as to use that
information to determine which factors and incentives could be changed, implemented, or
eliminated in order to motivate them to do their best work in the future. The study was conducted
by issuing a questionnaire to all employees working at the company. The employees that
participated were both full-time and part-time, from all different departments, and have been
working at the company for varied periods of time. The questionnaire was split into four
different parts, and the data derived from the questionnaire was analyzed and presented in this
report in four criteria: communication in the workplace, income of employees, long-term
incentives, and non-financial incentives.
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INDEX
SR.NO TOPIC PAGE NO

1 INTRODUCTION
 Study of motivating 8-10
Employees
COMPANY PROFILE 11-14
2
THEOROTICAL CONCEPTS
3  Nature 16
 Objectives 17
 Importance 18-19
 Theories 20-28
RESEARCH 29-32
4 METHODOLOGY
DATA ANALYSIS & 33-54
5 INTERPRETATION
FINDINGS 55
6
SUGGESTION 56
7
SUMMARY 57
8
SCOPE OF THE STUDY 58
9
10 LIMITATION OF THE 59
STUDY
11 STATEMENT OF 60-63
PROBLEM
12 LITERATURE REVIEW 64-66
13 SOLUTION TO PROBLEM 67-68
14 CONCLUSION 69
15 RECOMMENDATION 70
16 FUTURE SCOPE OF 71
RESEARCH
17 BIBLIOGRAPHY 72
18 ANNEXURE 73
6
19 QUESTIONNAIRE 74-75
7
INTRODUCTION TO THE TOPIC
8
A STUDY OF MOTIVATING THE EMPLOYEES
The efficiency of a person depends on two factors, firstly, the level of ability to do a certain
work, secondly, the willingness to do the work. So for as the first factor is concerned it can be
acquired by education and training, but the second factor can be created by motivation. A person
may have several needs and desires. It is only strongly felt needs which becomes motive. Thus
motives are a product of needs and desires motives are many and keep on changing with time
motives are invisible and directed towards certain goals.
Motivation is the process of steering a person’s inner drives and actions towards certain goals
and committing his energies to achieve these goals. It involve a chain reaction starting with felt
needs, resulting in motives which give rise to tension which census action towards goals. It is the
process of stimulating people to strive willingly towards the achievement of organizational goals
motivation may be defined as the work a manager performs an order to Induce Subordinates to
act on the desired manner by satisfying their needs and desires. Thus motivation is concerned
with how behaviour gets started, is energized, sustained and directed.
Employee spirit is an important aspect of company culture and contributes significantly to your
organization’s success. So why not show your team how much you appreciate them by
organizing an office dinner? Say a few words about how each employee contributes to the team’s
success to show them how much you value their work individually and as a cohesive team.
Boosting employee spirit is good for engagement, motivation, performance, and retention. And
while these four strategies are highly effective, you can always put your own spin on them to
create spirit-boosting tactics that work effectively year-round.
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INTRODUCTION
DEFINITION:
Engaging work characterized by a profound feeling of well-being, a belief that one is engaged in

meaningful work that has a higher purpose, an awareness of alignment between one's values and
beliefs and one's work, and a sense of being authentic;
A spiritual connection characterized by a sense of connection to something larger than self;
A sense of community characterized by a feeling of connectedness to others and common
purpose;
A mystical or unitive experience characterized by a positive state of energy or vitality, a sense of
perfection, transcendence, and experiences of joy and bliss.
According to Edwin B Flippo, “Motivation is the process of attempting to influence others to do
their work through the possibility of gain or reward.
According to Michael J. Jacius; Motivation is the act of stimulating some one or oneself to get a
desired course of action or to push the right button to get a desired reaction.
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.
We called it "spirit at work" because there seems to be an energy that inspires these individuals
towards others or a cause, in spite of challenges. Through this research we discovered that spirit
at work includes four dimensions: engaging work, a sense of community, a spiritual connection,
and a mystical experience. At the individual level, spirit at work is a distinct, multidimensional
experience characterized by cognitive, spiritual, interpersonal, and mystical dimensions. Spirit at
work involves:
10
COMPANY PROFILE
11
COMPANY PROFILE
ENUM TECH
EnumTech was established in the year 2000 by Mr. Asif Shahapurkar, engineer from SPPU,
pune. By 2004 Enum Tech conceived a corporate training model in IT for the very first time,
setting up its training centre in Arora Tower Pune 411001.
In 2005, Enum Tech began its foray into the software domain, beginning with software
development for professionals. In 2010 the company began offering advice and consultancy to
corporate houses and educational institutes on how to leverage technology and make optimum
use of their IT investments.
Over the decades, it has blazed a pioneering path in the industry and has grown into a formidable
player. The corporate office of Enum Tech is situated at Hyderabad.
The company has four regional offices & over 46 sales depots all over India, all with the purpose
of providing convenient services to customers. ENUM TECH is a flagship Company of the
group of Companies, incorporated on 17th June 2006. Enum Tech has blazed a pioneering path
in the information technology industry. Enum Tech has led the industry for well over five
decades. Today Enum Tech is a multi product, multi locational organization with a formidable
network of branches, depots, stockiest and personnel spread all over India.
12
The company has a visionary management and motivated team of dynamic workers sharing
common vision and working in the union. The company is moving ahead with to innovate and
provide excellent production. ENUM TECH is providing to have an operational efficiency
compactable with global standards. As a socially organization, it has contributed significantly
towards eco-friendliness and various social causes.
The company has involved in conducting a lot of community welfare programme. In this year the
company conducted a welfare programme named ‘SOUHRUTHAM 2008’.
Growth and future initiative
ENUM TECH, in an analyst meeting held at Pune on 6 June 2005 stated that India plans are for
the long term & committed to invest $6 billion in the next three years in India, triple the amount
invested in the three years preceding the meeting.
ENUM TECH worldwide expects its revenues to be around $120 billion by 2010, of which
nearly $86 billion (68%) would come from ENUM TECH alone, with an estimate of about
20,000 employees. ET India would account for 90,000 of these. Roughly translated, ETs Indian
employees would generate $35 billion of ET's revenues in 2010.
ET Services (now split to Business Services & Technical Services) was called the "jewel in the
technical crown" by the Aberdeen group in 2003. For worldwide ET, this is the group that
contributes to more than half its global revenues ($54 billion in 2005).
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CURRENT ACTIVITIES:
ENUM TECH India has now grown to an extent where it poses a stiff challenge to
homegrown Software companies of India in IT global delivery and manpower
attraction/retention. It now operates the following business lines from India which contributes to
worldwide ET in a global delivery framework: India Software Labs (ISL), India Research Lab
(IRL), Linux Technology Center, Global Business Services(GBS), Global Technology Services
(GTS) formerly known as ITD-GD (Information Technology Delivery – Global Delivery),
Global Business Solutions Center (GBSC), Sales & Distribution (S&D), Integrated Technology
Services (ITS).
14
THEORETICAL CONCEPTS
15
NATURE OF MOTIVATING EMPLOYEES
Employee motivation is no doubt a major concern of most managers. The pertinent question here
is: how can employees be induced to serve organisational goals as part of their own goal sets and
to work hard to achieve them? The answer is through proper motivation. Motivation is“an
interactive process affecting the inner needs or drives that energise, channel and maintain
behaviour”.
The process starts with inner drives and needs that motivate (cause to move) the individual to
work toward certain goals, which the individual has chosen in the belief that they will satisfy
inner drives and needs. Once these goals are attained, the individual consciously or
unconsciously judges whether the effort has been worthwhile.
To the extent that the individual perceives the effort as rewarding, the behaviour of making the
effort is reinforced and the individual will continue or repeat the same kind of behaviour.
Industrial psychologists have pointed out that reinforcement, or what happens as a result of
behaviour, affects other needs and drives of employees as the whole process is repeated; hence
its cyclical nature.
16
OBJECTIVES OF THE STUDY
Having motivated workers with a lot of spirit has shown to be linked with higher job satisfaction,
increased performance and retention. Motivated workers are willing participants in a position
and want to perform job requirements. Workers who are not motivated and who do not have
enough spirit usually perform tasks out of obligation. Some people are innately motivated and
have high levels of motivation where others require incentives.
Primary objectives:
 To study the motivation and spiritual level of employees.
Secondary Objectives:
 To study the effectiveness of the techniques adopted by the company in employee motivation and spirit.
 To study about the benefits and facilities provided to the employees.

 To learn the employee’s satisfaction on the interpersonal relationship exists in the
organization.
Main Objectives of Employee Motivation and spirit are as follows:
 The purpose of motivation and spirit is to create condition in which people are willing to
work with real, initiative. Interest, and enthusiasm, with a high personal and group moral
satisfaction with a sense of responsibility
 To increase loyalty against company.
 For improve discipline and with pride and confidence in cohesive manner so that the goal
of an organization are achieved effectively.
 Motivation techniques utilized to stimulate employee growth.
 For the motivation you can buy man’s time. Physical presence at a given place.
 You can even buy a measured number of skilled muscular motions per hour or day.
 Performance results from the interaction of physical, financial and human resource.
 For the achieving a desired rate of production.
 To investigate the condition of motivation in our banking sectors.
 To analyze the influences and outcomes of motivation on employee performance.
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 To explore the extend up to which motivation has been able to meet employee prospect.
IMPORTANCE OF EMPLOYEE MOTIVATION
Motivation is one of the most crucial factors that determine the efficiency and effectiveness of an
organization with its help a desire is born in the minds of the employees to achieve successfully
the objective of the enterprise. All organizational facilities will remain useless people are
motivated to utilize these facilities in a productive manner. Motivation is an integral part of
management process. An enterprise may have the best of material, machines and other means of
production but all these resources are meaningless so long as they are not utilized by properly
motivated people. There was a time when the human resource of production was treated like
other non-human resources and was not given any special importance. But this old concept has
lost all importance in this competitive age classifying the importance of motivation Renis Likert
has called it. "The core of Management". The importance of motivation becomes clear from
following facts:
1. High Level of Performance.

2. Low Employee Turnover and Absenteeism.
3. Easy Acceptance of organizational changes.
4. Good human relations.
5. Good image of organization.
6. Increase in Morale.
7. Proper use of Human Resource Possible.
8. Helpful in Achieving Goals.
9. Builds Good relations among employees.
10. Easier Selection.
11. Facilities Change.
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It specifies the following -

 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.
 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.
 The rates of labor’s turnover and absenteeism among the workers will be low.
 There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease
 The number of complaints and grievances will come down. Accident will also be low.
 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.
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20
DIFFERENT THEORIES OF MOTIVATION
1. Maslow’s hierarchy of needs:
Human behavior is goal-directed. Motivation cause goal-directed behavior. It is through

motivation that needs can be handled and tackled purposely. According to Maslow’s Hierarchy,
needs were categorized into 5 types/ levels from lower to higher order of needs. Individuals must
satisfy lower order of needs before they approach higher order. Satisfied needs will no longer
motivate. Motivating a person depends on knowing at what level the person is at of hierarchy.
a. Lower Order (External): Physiological, Safety etc.
b. Higher Order (Internal): Social, Esteem, Self-actualization etc.
c. Physical needs: Need for food, water, shelter, clothing, sexual satisfaction etc.
d. Safety and security needs: Need to be free from physical danger and the fear of
e. Social needs: Need for love and affection, acceptance by fellows and the like.
f. Ego-need: Need for power, prestige, status and self-confidence.
g. Self-actualization need: Desire to become what one is capable of becoming-to maximize one’s

potential and to accomplish something’s.
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2. McGregor’s theory X and theory Y.
Herzberg’s motivation hygiene theory: Job satisfaction and dissatisfaction are created by

different job factors. They are:
a. Motivators: Achievement, Recognition, Work itself, Responsibility, Advancement, Growth

etc.
b. Hygiene factors: Supervision, Company policy, Relation with supervisors, working condition

Salary status, Security, Relation with peers, Subordinate etc.
Three needs theory: McClelland’s three needs theory refers that; every person has one of three
driving motivators. Those are the need for achievement, affiliation or power. They aren’t
inherent; we develop them through culture and life experience.
Goal setting theory: The basic assumption of goal-setting is that goals are immediate regulators
of human actions. This theory refers to effects of setting goals on subsequent performance.
Individuals who set specific, difficult goals performed better than those who set easy and simple
goals. Some of the important features of this theory.
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Reinforcement theory: This theory refers that we can change anyone’s behavior by using
reinforcement, punishment and extinction. Rewards are used to reinforce behavior we want and
punishment to prevent behavior we don’t want. Extinction is to stop someone from practicing
learned behavior at all
Equity theory: Equity theory is a theory that centers on perceived fairness of an individual. An

employee reflects on how much effort he has expended and compares this to what he has got
from it. Based on the idea that, individuals are motivated by fairness and if the find/ identify
inequity in the input or output ratio of themselves and their referent groups then they will seek to
adjust their input or output to reach their perceived equity. External equity arises when employee
use comparisons to others who have the same job but work in different organizations. Internal
equity occurs when employees compare themselves to others who have different job but work in
the same organization.
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How Occupational Level Affects Motivation and Spirit?
Motivation is different for different people. Yet it is possible to make some generalization about
motivation at various occupational levels, the relationship between occupational level and job
needs.
A Study comparing needs of employees at the professional, managerial, official, service, clerical,
and trades-manual levels reported that self-actualisation, advancement, interesting duties, and
leadership were selected with increasing frequency from the trade group to the professionals.
On the contrary, the needs for respect, money, security, congeniality, and job security were
selected more frequently by people who belonged to the lower socio-economic groups (such as
trades and services) and least often by the managerial-official and professional groups. From this
study emerges the conclusion that needs and occupational levels have a fairly consistent
relationship.
Another study reported general agreement among scientists and managers concerning the
incentive value of promotions, merit pay increases and more complex and challenging job
assignments. There was a common feeling among these professionals that the most effective of
non-financial incentive is recognition of performance. This study indicates that self-fulfillment is
the prevalent need among scientists.
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1. Job Satisfaction:
Studies made so far indicate very little, if any, direct relationship between job satisfaction and
individual performance. In fact, in certain situations they are inversely related to each other.
According to the expectancy theory job satisfaction is art outcome of the total motivational
process.
From this perspective motivation may be viewed as the activation and direction of energy or
behaviour while job satisfaction is to be treated as the cessation or gratification of behaviour. As
Gannon putit: “when organisational members are so gratified, there tend to be lower rates of such
outcomes as absenteeism, tardiness, and even turnover.”
2. The Work Ethic:

There are disagreements among writers on organisation and practising managers over the issue
of whether employees and managers are less committed to work than employees and managers
of earlier generations. However, job satisfaction and the ethic are different but not committed to
work hard, or vice versa.
3. Health and Non-Work Satisfaction:

Job satisfaction not only exerts influence on such outcomes as absenteeism and turnover, it is
also related to physical and mental health. There is a strong correlation between job distribution
and depression, physiological strain, and other indicators of poor health.
4. Managing Motivation:
So long we have developed a number of theories of motivation. These theories explain why
employees display different types of motivated behaviour. Now the relevant question is : what
can an individual manager do to develop motivated workers?
25
Two important measures can be adopted by managers to motivate people: redesign of the
job and creation of a supportive climate:
(a) Job Redesign:
Changing the nature of the task related activities of work is being used more and more as a
motivational technique. Expectancy theory helps explain the role of job design in motivation.
The basic idea is that they believe that doing so will lead to intrinsic rewards. Reward has shown
that improvements in the design of work do often result in higher levels of employee motivation.
One study has found that job redesign resulted in decreased turnover and improved employee
motivation.
(b) Job Enlargement:
Also known as job loading, job enlargement increases the variety or the number of tasks included
in a job. It is an attempt to require ‘more of the same’ from an employee or to add other tasks
containing an equal or lesser amount of burden or challenge. Job enlargement is liked by some
people and not by others.
(c) Job Rotation:
By adding variety and exposing people to the dependence of one job on others, job rotation
assigns people to different jobs (tasks) on a purely temporary basis.Job rotation is likely to help
stimulate people to higher levels of contributions and renew people’s interests and enthusiasm.
But it is unlikely to bear fruit if workers are asked to do more demanding, less desirable, or more
time-consuming work for the same amount of pay.
(d) Job Enrichment:
Job enrichment applies Herzberg’s motivation factors to a job, thus permitting interested
employees to satisfy some of their psychological needs. This is also known as vertical job
loading.
26
In developing job enlargement, managers have the following specific areas to focus
attention on:
1. Variety of tasks:
Introducing new and more difficult tasks not handled in the past.
2. Task importance:
Giving a person a complete natural Unit of work as also assigning individuals specific or
specialized tasks that enable them to become experts.
3. Task responsibility:
Increasing the accountability of individuals to their own work and granting the employees
additional authority in their activities.
4. Feedback:
Making periodic or specialised reports directly available to the worker himself (herself) rather
than to a supervisor.
Creating a Supportive Climate:

For motivating employees a manager has to provide a climate in which employees’ needs can be
made clear. The primary components of such supportive climate are: adequate resources for goal
accomplishment, support for reward systems, training and a well-conceived organisational
format. The secondary components are: the manager’s personal philosophy, actions and
expectation.
Motivation as more than Mere Techniques:

How important is need for motivation becomes quite clear from the fact that it is possible to buy
a man’s time or physical presence at the work place. But it is not possible to buy enthusiasm,
initiative, loyalty and devotion of hearts, minds and souls. These things are to be earned.
Integration and Application of Motivation Theories:

The object is to suggest meaningful prescription for managers to follow in motivating
subordinates, based on the above brief review of motivation theories and types of rewards.
27
Broadly speaking, managers need to focus on three key areas of responsibility in order to
coordinate and integrate human resource policy:
1. Performance definition.
2. Performance facilitation.
3. Performance encouragement.
These key areas are shown graphically
28
i. Performance Definition:
This is a description of what is expected of employees, plus the continuous orientation of
employees toward effective job performance. Goal setting, as noted earlier, is an effective
performance improvement strategy. It enhances accountability and clarifies the direction of
employee effort.
.ii. Performance Facilitation:
This area of responsibility involves the elimination, of roadblocks to performance. Like

performance definition, it has three aspects: removing performance obstacles, providing the
means and adequate resources for performance and carefully selecting employees.
iii. Removal of Obstacles:

Improperly maintained equipment, delays in receiving supplies, poor physical design of work
spaces, and inefficient work methods are obstacles to performance that management must
eliminate in order to create highly supportive task environments.
iv. Adequate Resources:

A similar problem can arise when management fails to provide adequate financial, material, or
human resources to get a job done right. Such a strategy is self-defeating and excessively costly
in the long run, for employees begin to doubt whether their assigned tasks-can be done well.
v. Careful Selection of Employees:

This is essential to employee motivation to perform. Poor staffing procedures (“placing round
pegs into square holes”) guarantee reduced motivation by placing employees in jobs that either
demand too little of them or require more of them than they are qualified to do. Such a strategy
results in over-staffing, excessive labor costs, and reduced productivity.
vi. Performance Encouragement:

This is the last key area of management responsibility in a coordinated approach to motivating
employee performance.
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RESEARCH METHODOLOGY
30
31
RESEARCH AND METHODOLOGY
Research in motivation to measure the current performance and evaluate the effectiveness of the organization and
improve the system, otherwise which can impact on employee that can be eradicate from their process in doing
the job work. It should provide guidance and suggestion in management. “
1. Motivation could be defined as drive, the impetus or initiative, that causes an individual to direct his or her
behavior towards satisfaction of some personal need. (Lieblear and Mcconnal, 2004 ). But this type of behavior
makes selfish to the employees; it should be motivate to develop organization, through learning process not in
cash or kind. Author says: The objectives are to analyze and design the process to compete the project to face the
competition in the market. “
2. It is psychological process, the origin stimulus direction and persistence of behavior ( Luther, et.al ). But
motivation is considered psychological process that is impact on organization during the competition.Research
methodology should have key strategy, to approach in qualitative and quantitative methods. These methods
are envisaged in this paper and focused over the meaning of the realities and interpretation.
 Qualitative Method:
Research studies, always approach to quality. The qualitative method is set of results viz. market competition,
communication and mainly attitudes of employee which is the main object of motivation in business competition
to win the target. It is an effective to the business organization. Ineffective causes affected to the business
development.
 Quantitative Method:
In research methodology quantitative method is a small size, which respondent are target by research to attain
the objective and goals in business. Quantitative research based on statistic, it would be used to evaluate the size
of business at large proportion of size or in quantity. Which reflects the effectiveness of
the motivation to expect the result or some changes would be done to design the motivation in
favor of organization with effectiveness to achieve the competition in the market.
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I also used the primary data collection method that includes QUESTIONNAIRE method:
Questionnaires are a popular means of collecting data, but are difficult to design and often require many rewrites
before an acceptable questionnaire is produced. The questionnaire is list of questions to be asked from the
respondents. It also contains a suitable space where the answers can be recorded.
A questionnaire is a method of obtaining specific information about a defined problem so that the data, after
analysis and interpretation, results in a better appreciation of the problem. The success of collecting data through
the questionnaire method depends largely on the proper design of the questionnaire.
ADVANTAGES:
 It can be used as a method in its own right or as a basis for interviewing or a telephone survey.
 It can be posted, e-mailed, or faxed.
 It can cover a large number of people or organizations.
 There is a wide geographic coverage.
 It is relatively cheap.
DISADVANTAGES:
 Designing them is a problem.

 Questions have to be relatively simple.
 Historically low response rate (although inducements may help).
 Time delay whilst waiting for responses to be returned.
 Require a return deadline.
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RESEARCH PLAN ADOPTED
DEFINE RESEARCH PROBLEM
REVIEW OF CONCEPTS AND RESEARCH THEORIES
RESEARCH DESIGN
COLLECTION OF DATA
ANALYSIS AND INTERPRETATION OF DATA
FINDINGS
SUGGESTIONS
CONCLUSION
34
DATA ANALYSIS AND INTERPRETATION
35
ANALYSIS AND INTERPRETATION OF DATA
DESCRIPTIVE STATISTICS
1.Response about the support from the HR department
SR NO PARTICULAR NUMBER OF PERCENTAGE

RESPONDENTS
1 Highly satisfied 18 36
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
Total 50 100
(Table 4.1)
70
60 58
50
40 36
30
20
10 6
0 0
0
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied
(Chart 4.1)
INTERPRETATION
The table shows that 58% of the respondents are satisfied with the support they are getting from the HR
department.
2. Management is interested in motivating the employees
36
RESPONDENTS
1 Strongly Agree 27 54
2 Agree 20 40
3 Neutral 3 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 50 100
(Table 4.2)
Management is interested in motivating the

employees
60 54
50
40
40
30 Series1
20
10 3
0 0
0
Strongly Agree Netural Disagree Strongly
Agree Disagree
(Chart 4.2)
INTERPRETATION
The table shows that 54% of the respondents are strongly agreeing that the management is interested in
motivating the employees.
3. The type of incentives motivates you more
37
RESPONDENTS
1 Financial Incentives 15 30
2 Non financial Incentives 9 18
3 Both 26 52
Total 50 100
(Table 4.3)
The type of incentives motivates you more
30%
Financial Incentives
Non Financial Incentives
52%
Both
18%
(Chart 4.3)
INTERPRETATION
The table shows that 52% of the respondents are expressing that both financial and non financial
incentives will equally motivate them.
4. Satisfaction with the present incentives scheme

RESPONDENTS
38
2 Satisfied 29 58
3 Neutral 3 6
4 Dissatisfied 0 0
Total 50 100
(Table 4.4)
Satisfaction with the present incentives provided by

the organization
70%
58%
60%
50%
40% 36%
30%
20%
10% 6%
0% 0%
0%
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied
(Chart 4.4)
INTERPRETATION
The table shows that 58% of the respondents are satisfied with the present incentive scheme of the
organization.
5. The company is eagerness in recognizing and acknowledging employee’s work

RESPONDENTS
39
2 Agree 29 58
3 Neutral 3 6
4 Disagree 0 0
Total 50 100
(Table 4.5)
Eagerness of the company in acknowledging the

work of employees
70%
58%
60%
50%
40% 36%
30%
20%
10% 6%
0% 0%
0%
Agree Disagree
(Chart 4.5)
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. Periodical increase in salary

RESPONDENTS
40
2 Agree 23 46
3 Neutral 3 6
4 Disagree 9 18
Total 50 100
(Table 4.6)
Periodical increase in salary
50% 46%
45%
40%
35%
30%
24%
25% Series1
18%
20%
15%
10% 6% 6%
5%
0%
Agree Disagree
(Chart 4.6)
INTERPRETATION
The table shows 46% of employees agree that there is a periodical increase in the salary.
7. Job Security existing in the company.

RESPONDENTS
41
2 Agree 18 36
3 Neutral 11 22
4 Disagree 3 6
Total 50 100
(Table 4.7)
Job security exist in the company
40% 36%
35%
30%
30%
25% 22%
20%
15%
10% 6% 6%
5%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree
(Chart 4.7)
INTERPRETATION
The table shows 35% of employees agree with good job security exist in the company.
8. Good relations with the co-workers.

RESPONDENTS
42
2 Agree 27 54
3 Neutral 8 16
4 Disagree 0 0
Total 50 100
(Table 4.8)
Good relations with co-workers
60% 54%
50%
40%
30%
30%
20% 16%
10%
0% 0%
0%
(Chart 4.8)
INTERPRETATION
The table shows 54% of the respondents agree that they have good relations with co-worker.
9. Effective performance appraisal system.

RESPONDENTS
2 Agree 23 46
43
3 Neutral 8 16
4 Disagree 6 12
Total 50 100
(Table 4.9)
Effective performance appraisal system.
50% 46%
45%
40%
35%
30%
25% 20%
20% 16%
15% 12%
10% 6%
5%
0%
(Chart 4.9)
INTERPRETATION
The table shows 46% of the respondents agree to effective performance appraisal system existing in the
company.
10. Effective promotional opportunities in present job,

RESPONDENTS
2 Agree 26 52
3 Neutral 9 18
4 Disagree 3 6
44
Total 50 100
(Table 4.10)
Effective promotional opportunities in present job
60%
52%
50%
40%
30%
18% 18%
20%
10% 6% 6%
0%
Agree Disagree
(Table 4.10)
INTERPRETATION
The table shows 52% of the respondents agree with effective promotional opportunities in their present
job.
11. Good safety measures existing in the organization.

RESPONDENTS
2 Agree 23 46
3 Neutral 3 6
4 Disagree 6 12
45
Total 50 100
(Table 4.11)
Good safety measures existing in the organization.
50% 46%
45%
40%
35%
30%
30%
25%
20%
15% 12%
10% 6% 6%
5%
0%
Agree Disagree
(Chart 4.11)
INTERPRETATION
The table shows 46% of the respondents agree that there is a good safety measure existing in the
company.
12. Performance appraisal activities are helpful to get motivated.

RESPONDENTS
2 Agree 23 46
3 Neutral 6 12
4 Disagree 3 3
46
Total 50 100
(Table 4.12)
Performance appraisal activities are helpful to get motivated
50% 46%
45%
40%
35%
30%
25%
20% 18% 18%
15% 12%
10% 6%
5%
0%
(Chart 4.12)
INTERPRETATION
The table shows 46% of the respondents agree that the performance appraisal activities are helpful to get
motivated.
13. Support from the co-worker is helpful to get motivated

RESPONDENTS
2 Agree 29 46
3 Neutral 0 0
4 Disagree 6 12
Total 50 100
(Table 4.13)
47
Support from the co-worker is helpful to get motivated
70%
58%
60%
50%
40%
30% 24%
20%
12%
10% 6%
0%
0%
(Chart 4.13)
INTERPRETATION
The table shows 58% of the respondents agree that the support from the co-worker is helpful to get
motivated.
14. Career development opportunities are helpful to get motivated

RESPONDENTS
2 Agree 26 52
3 Neutral 2 4
4 Disagree 4 8
Total 50 100
(Table No.4.14)
48
60%
52%
50%
40%
30%
20%
20% 16%
10% 8%
4%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
(Chart 4.14)
INTERPRETATION
The table shows 52% of the respondents agree that the career development opportunities are helpful to get
motivated.
15. Factors which motivates you the most.

RESPONDENTS
1 Salary increase 21 42
2 Promotion 15 30
3 Leave 3 6
4 Motivational talk 5 10
5 Recognition 6 12
Total 50 100
(Table 4.15)
49
12% Salary increase
10%
42% Promotion
Leave
6%
Motivational talk
30% Recognition
(Chart 4.15)
INTERPRETATION
The table shows that the 42% of the respondent is responding that increase in salary will motivate them
the most.
16. Incentives and other benefits will influence your performance

RESPONDENTS
1 Influence 32 64
2 Does not influence 12 24
3 No opinion 6 12
Total 50 100
(Table 4.16)
50
12%
24% Influence
Does not influence
No opinion
64%
(Chart 4.16)
INTERPRETATION
The table shows 64% of the respondents responded that incentives and other benefits will influence their
performance
17. Management involves you in decision making which are connected to your department.

RESPONDENTS
1 Yes 47 94
2 No 0 0
3 Occasionally 3 6
Total 50 100
(Table 4.17)
51
0% 6%
94%
Yes No Occasionally
(Chart 4.17)
INTERPRETATION
The table shows 94% of the respondents agree that they the Management involve them in decision
making which are connected to your department.
18. INFERENTIAL STATISTICS

Ho: There is no significant relationship between incentives and employee’s performance.
Std.
Mean Deviation N
Incentives 1.72 .573 50

Employee
1.50 .707 50
performance
Correlations
Incentives
Employee
52
performance
Incentives Pearson Correlation 1 .655(**)

Sig. (2-tailed) . .000
Sum of Squares and
16.080 13.000
Cross-products
Covariance .328 .265
N 50 50
Employee Pearson Correlation
.655(**) 1
performance
Sig. (2-tailed) .000 .
Sum of Squares and
13.000 24.500
Cross-products
N 50 50
** Correlation is significant at the 0.01 level (2-tailed).
Inference:
Since the Correlation is significant at the 0.01 level (2-tailed) the null hypothesis that is “There is no
significant relationship between incentives and employee’s performance” is rejected and an
alternative hypothesis is framed.
H1: There is significant relationship between incentives and employee’s performance.
Ho: There is no significant relationship between career development opportunities and the extent of
employee motivation
Std.
Mean Deviation N
career development
3.70 1.035 50
opportunities
extent of motivation 3.36 1.317 45
53
Correlations
career
development extent of
opportunities motivation
career development Pearson Correlation

1 .909(**)
opportunities
Sum of Squares and
52.500 52.111
Cross-products
Covariance 1.071 1.184
N 50 45
extent of motivation Pearson Correlation .909(**) 1
Sum of Squares and
52.111 76.311
Cross-products
N 45 45
** Correlation is significant at the 0.01 level (2-tailed).
Inference:
significant relationship between career development opportunities and the extent of employee
motivation” is rejected and an alternative hypothesis is framed.
H1: There is significant relationship between career development opportunities and the extent of
employee motivation
Ho: There is no significant relationship between performance appraisal system and the extent of
motivation.
Std.
Mean Deviation N
54
Performance
2.40 1.143 50
appraisal system
Extent of
2.60 1.355 50
Motivation
Correlations
performance
appraisal Extent of
system Motivation
Performance Pearson
1 .962(**)
appraisal system Correlation
Sum of Squares
64.000 73.000
and Cross-products
N 50 50
Extent of Pearson
.962(**) 1
Motivation Correlation
Sum of Squares
73.000 90.000
and Cross-products
Inference:
significant relationship between performance appraisal system and the extent of motivation” is
rejected and an alternative hypothesis is framed.
H1: There is significant relationship between performance appraisal system and the extent of motivation.
Ho: There is no significant relationship between interpersonal relationship in the organization and extent
of motivation.
Std.
Mean Deviation N
Employee 1.86 .670 50
55
relations
Extent of
2.18 1.119 50
motivation
Correlations
Employee Extent of
relations motivation
Employee relations Pearson Correlation 1 .877(**)

Sum of Squares
22.020 32.260
and Cross-products
N 50 50
FINDINGS
The findings of the study are follows
 The Enum Tech 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.
56
 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.
 The incentives and other benefits will influence the performance of the employees.
SUGGESTIONS
The suggestions 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.
57
 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 co-
ordination through it.
 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
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
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effective utilization of available human resources, technological, financial and physical resources
for the achievement of the business objectives.
This project entitled as “Motivating Employees” 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.
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.
SCOPE OF THE STUDY
It is always essential for a concern to access its strategies and reshape its destiny. It is necessary for every
organization to study the different aspects that affects the organization development. Every study has a clear and
specific scope. The scope of this study is limited to ENUM TECH. In this survey the emphasis is on the
59
motivation of employees. The scope of the study involves the preparation of questionnaire and the data of the
company.
A thorough study of the Motivation methods implemented by ENUM TECH trainers has been undertaken in this
report.
This research also provides the feedback of the employees with regard to their motivational sessions.
LIMITATIONS OF THE STUDY

There is no research work without any limitations. This research is also not an exception to the
said law. There are five main limitations of the study. First, data was collected from only
manufacturing sector and the majority of the respondents were supervisors or middle managers.
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The findings and conclusion of the study therefore, may not be applicable to other industries.
Thus, generalizability of the results of the study is limited. Future research could avoid this
limitation by collecting data from multiple sectors and industries which could allow for
investigation of validity across different work contexts. Second, data were collected at a single
time point, which hindered the investigation of possibility of reverse causality between fit and
individual outcomes.Third, the present study relied their values towards better fit. However,
there are theoretical reasons to believe on supervisory judgments for measures of task and
contextual performance. Although it is presumed that supervisory judgments are good measures
of performance there is always the potential for bias in perceptual processes. Therefore, future
research might address this issue by including both supervisors and peer ratings in their studies
or using more objective performance measures if available. Fourth, common method variance is
a potential limitation of the study. Since data regarding personal values and organizational values
were collected from the same source, results obtained about the relationship between Person
organization fit measures and outcome variables could be a reflection of this. For instance, data
on organizational values could have been collected from employees with relatively high tenures
or top managers who were presumed to have a satisfactory level of knowledge on organizational
culture, whereas, another group of employees could be asked only to provide data on their
personal values. Fifth, the data was collected from the same source which had been studied so
the results may be biased and also because of the time horizon cross-sectional study was done. A
longitudinal study may refine the results in future.
 As the respondents were busy with their work, it was difficult for the researcher to meet
the respondents and gain information.
 The study was limited to a short period only.
 The data depends totally on the respondent’s view, which may be biased.
 The findings of the study cannot be applied to all other fields since it lacks external
validity.
STATEMENT OF PROBLEM
In the modern competitive world, business organizations are facing ever-growing challenges
regarding commitment, engagement, belief, recruitment and retention of their employees.
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Multiple studies in different countries and across industries show that employees who are
passionate about their jobs and the organizations in which they work are in the minority. DDI
(Development Dimensions International)’s own research reveals that only 19 percent of
employees are highly engaged within their organization. The number of employers experiencing
retention difficulties has climbed from 69% in last year’s survey to 78% in this year’s survey.
Private sector businesses claim to be struggling more to hold on to employees than any of the
other sectors (83%). Not only is that, also in the field of recruitment, a high proportion of these
organizations still experiencing difficulties (84%).
Motivation is about giving your staff the right mixture of guidance, direction, resources and
rewards so that they are inspired and keen to work in the way that you want them to. So, a large
portion behind these difficulties can easily be solved by imparting proper motivation. In the
fierce era of competition, organizations nowadays are more emphasizing on the management of
Human Resources. A manager capable of managing his employee effectively is a successful one.
Motivational tools are the most effective in this context. We always have to keep in mind that
employees are not motivated solely by money and employee behavior is linked to their attitudes.
Any Institution faces the challenges of employee retention, high cost of recruitment, training,
rising competition, increased rules & regulation by the government and high rate of
technological growth. Also, from the perspective of employee, they feel de-motivated and
overworked. For finding out more accurate outcomes we conducted our research within a few
branches of the IBM. The essence of the study is to find out at what level employee engagement
in decision making can motivate the employees to not only ameliorate their diligence but also
their perseverance and resolution.
1. WORKERS ENGAGEMENT
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When employees are fully engaged and immersed in their work, they can achieve
astounding results. Employee engagement begins with the leader, and teams need strong
leaders to succeed and thrive.
1. Set a Time and Method for Regular Updates

The primary force behind employee engagement is the communicative environment in which the
work takes place. While managers must set realistic expectations and properly delegate to
employees, communication is critical. While leaders want to avoid micromanaging their team,
they must have a finger on the pulse of operations. Consistently positive interactions with the
group and beneficial relations with individual employees are ideal to foster engagement while
developing the insight to be an effective manager.
2. Give Employees What They Want and Need

Don’t just assume that every employee has all the tools, training, and support from supervisors
they need — check in with them personally and find out. Being clear about the purpose when
meeting can be beneficial as well.
Before trying to discern what an employee wants or needs, think about the goals in doing so.
This could include:
 Minimizing resistance
 Reducing personal anxiety
 Ensuring clarity of objectives
 Sharing information or company vision
 Obtaining clarity
 Minimizing uncertainty
3. Blend Work and Play — Make It Fun to Engage

Blending work and play can transform a workplace, and a touch of humor can go a long way.
Engaged employees usually feel that their professional lives are enjoyable, find happiness in
their vocation, and have fun being great at what they do. To engaged employees, the lines
between work and play are blurred.
4. Implement Incentive Programs to Recognize Great Work
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A great way to improve employee engagement and encourage excellence is adding monetary
incentives to typical compensation and benefits packages. This rewards professional
achievement for individuals and stimulates team performance. In the same spirit, make sure the
pay and benefits for the team are competitive. Employees may be uncomfortable or reluctant to
divulge unhappiness about their compensation with management, so employers should do some
market research.
5. Set Attainable Short-Term Goals

Being a great manager means setting expectations, delegating authority, and measuring
employees’ effectiveness. World-class leaders convey precise expectations that aren’t too high,
delegate just enough authority to not overburden employees, and measure effectiveness in terms
of reasonably attainable goals.
6. Clearly Define the Long-Term Goals and Vision

Engaged employees maintain their sharp focus when they feel like they are contributing to a
worthwhile endeavor. When the core mission statement is clearly defined and employees can see
the same vision for the business that managers do, every task has a purpose. When everyone
understands the reasons behind the work they’re doing and shares in a singular purpose,
collaborative engagement thrives throughout the workplace.
7. Be Transparent: Communicate Well and Often

One of the keys to effective leadership is cultivating an environment of transparency. Employees
are engaged when they feel comfortable telling the truth and trust managers’ word. Leaders don’t
have to be great commanders to be great communicators, but they must be trustworthy
communicators to be great commanders.
Managers should be completely transparent, forthright in their speech, and follow through with
actions that align with and back up their words. Through the power of personal integrity,
employees will reciprocate their sincerity with dedication, respect, and loyalty that isn’t forced or
coerced, but earned.
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2. TEAM BUILDING
But what types of team building activities are best? Here are 5 of the top ones to organize.
1. Scavenger Hunt
A scavenger hunt is t when a team of people are tasked to find a variety of items, perhaps in one
location. They need to then bring these items to a designated location at the end of the time and
whoever has the most wins. A scavenger hunt is great because it has so many plus points. It is
incredibly fun and also encourages your staff to work together and think as one.
2. A fun day out
Sometimes a team building activity needs to just be a chance for your employees to escape the
office and spend some time together, which means, if you want to, you can simply organize a fun
day out. This could be a sightseeing tour, a guided walk, or perhaps a picnic in the sunshine; it
really doesn’t matter what you do, all that does matter is that you are coming together as a team.
3. Cookery courses
Cookery courses are a great idea for a team building activity. Not only do they teach a valuable
skill which can then be taken away and used elsewhere in their lives, but they are also great fun
too. Encouraging your staff to try out a cookery course really works as a team building activity,
it is a chance to learn something new, to improve on the cooking skills that they already have,
and it is also an opportunity to come together and learn how to work better in order to create a
tasty dish.
4. Karting, laser tag or kayaking
Sometimes a great team building activity is one that is a little on the physical side. Karting, laser
tag, and kayaking are just some of these types of activity. They are not only slightly competitive,
which is always a good idea when you are trying to install some team morale.
5. A team sports day
Remember when you were at school how excited you would be when sports day would fast
approach? Well, this feeling can carry on when you are an adult. If you are planning a team
building activity when the weather is likely to be fair, then you might want to consider a team
sports day. Not only is this incredibly easy (and low cost) to arrange, compared to other team
building activities.
65
Literature Reviews
Rensis Likerthas called motivation as the core of management. Motivation is the

core of m a n a g e m e n t . M o t i v a t i o n i s a n e f f e c t i v e i n s t r u m e n t i n t h e h a n d s o f
t h e m a n a g e m e n t inspiring the work force .It is the major task of every manager to motivate
his subordinate or o 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 very 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. I n o r d e r t o m o t i v a t e
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.
66
1. Concept of motivation
Along with perception, personality, attitude and learning, motivation is an important part of
understanding behavior defines motivation as, “a process that starts with a physiological
deficiency or need that activates a behavior or drive that is aimed at a goal incentive”. state that
in a system sense, motivation consists of these three interacting and interdependent elements, i.e.,
needs, drives, and incentives. It is a firm belief of management researchers that, organizational
goals are unattainable without enduring commitment of the members of the organization.
2. Employee
Employees are always directly influenced by motivation to satisfy their esteem, physiological
safety, social safety, psychological and self-actualization levels. Herzberg [] defined job
satisfaction as recognition, responsibility, and opportunity for advancement as employee
motivation factors. Separating satisfiers and dissatisfies he identified dissatisfies as hygiene
factors that influences health, comfort and social wellbeing. Removal of these factors will result
in dissatisfaction of employees. Hygiene factors include company policy, interpersonal relations,
working conditions, salary or job security [10].
3. Decision making
Decision making autonomously motivates the employees to be aware of his rights in an

organization. It favors the employee to maintain a higher degree of constancy between their ideas
and works. By relating the motivational process and career exploration. i) Career exploration
varies in the way that individual develops and sustains motivation, ii) Autonomy and control
orientations were positively related to self-exploration and in the utility of career decision
making exploration, iii) Internal locus of control was the highest predictor of career exploration
as one of the most important prediction, decision making allows the employees to realize their
own identity and actions.
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4. Productivity
Productivity is the ratio of output or production capacity of the workers in an organization. The
ultimate essence of motivating employees is to meliorate productivity. An effective employee is
a combination of a good skill set and a productive work environment. Companies rely on
employees to produce and deliver high-quality products and services. Employees are impacted
by a variety of forces both internal and external as they attempt to perform their job duties. This
is directly related to productivity [10].
5. Organizational goals, organizational performances and job satisfaction
For any organization, the main reason behind running activities is to achieve organizational
goals, a level of performance set up in terms of different factors. Organizational performance
plays the principle role in attaining such goals. Some believe it is simply how content an
individual is with his or her job, in other words, whether they like the job or individual aspects or
facets of jobs, such as nature of work or supervision. Meeting personal goals help an employee
stay motivated and feel about them to continue to produce. By improving proficiency and
employee connection motivation helps to improve performance and thus achieving
organizational goals.
6. Different theories of motivation
Motivation is such a scheme which is applied to inspire, increase stamina and work ability by
mentally conciliating the employees or workers to their work or job in a organization. In brief,
Motivation is something which inspires one to work self-intentionally, to pursue some designed
goal and implies the determination of the nature and locus of forces inducing the degree of
readiness. Motivation is a process whereby needs instigate behavior directed towards the goals
that can satisfy those needs.
68

SOLUTION FOR EACH PROBLEM
1. Poor Leadership Structure
When no one appears to be in charge, or worse, to confusion, resentment and an overall lack of
direction. Employees are demotivated because their objectives everyone thinks they're in charge,
it can be hard to perform at peak levels. A lack of hierarchy or direct reporting structure leads are
unclear, and therefore, difficult to work toward. Here are some issues that contribute to this
employee motivation problem:
 Unclear or nonexistent job descriptions.

 No clear chain of command.
 Disorganized directives.
 Hazy goals and objectives.
2. Lack of Challenging Work
Employees who are bored are typically unmotivated. They may not take an interest in tasks they
consider mundane or may perform poorly at the work they do attempt. Some reasons for this
motivational problem include:
 Inappropriate hires.
 Not taking advantage of an employee's skill set.
 Lack of professional development opportunities.
 Failure to promote from within.
3. Workplace Conflict
When employees are at odds with one another, or with management, it's not only demotivating,
it's also unproductive and could lead to a toxic work environment. Signs of workplace conflict
include:
 Bickering and open disagreement.

 Open sabotage of the work product.
 Gossip and clique formation.
 Constant complaints to human resources.
69
4. Lack of Confidence in the Company
If employees don't feel the company is "going anywhere," or perceive the business is
mismanaged to the point of potential job loss, this feeling of insecurity can manifest as poor
motivation. Signs of this lack of confidence may be demonstrated in the following ways:
 Disinterest in long-term projects.

 Unwillingness to cross-train or develop professionally.
 High turnover as people search for new jobs.
 Poor quality of the work product.
5. No One-on-One Attention
Regardless of the company's size, employees need regular feedback to be motivated to do their
jobs properly, and well. Some things that might make a staffer feel left out in the cold include:
 No regular performance evaluations.

 Irregular one-on-one management meetings.
 Lack of personal goal-setting.
 The absence of regular feedback.
Resolve this potential motivation issue by regularly scheduling brief private appointments with
staffers to touch base on both work and professional development issues. Hold regular employee
performance reviews, annually or bi-annually, and in these discussions, set specific goals and
objectives.
70
CONCLUSION
The researchers inferred to the conclusion based on the research conducted above and the
respondents ‘repercussion of the questionnaire supplied, that motivation indeed has a momentous
effect on employee performance. From the data analysis presented above we can clearly come to
the decision that the factors taken into account during the survey (Extrinsic factors, Job
enrichment and performance appraisal, Relationships and job security, Authority in decision
making, Growth opportunity etc.), pragmatically dominates employees’ will to perform and
achieve goals of the respective organization. The factors considered under Extrinsic motivation
are salary, monetary incentives and compensation package; the factors considered under Job
enrichment and performance appraisal are work environment, responsibility, promotion and
recognition and appreciation for work done; the factors considered under Relationships and
security are relationship with superiors, peers and job security; Moreover, Authority to make
decisions, Growth opportunity and prospects were also considered. The result evidently
represented the tangible sorting of how motivation is responsible for upliftment of employee
performance. From what the researchers found it can easily be stated that the connection between
motivation and performance is quite natural if not obvious. When the employees will get some
extra drive and exertion, it is bound to ameliorate their typical standard of performance [19].
71
RECOMMENDATION
The results obtained from this research can certainly be used very effectively to improve the
present scenario of motivation in different sectors of our country. It will help to establish a firmer
grip on not only organizational behavior but also employee psychology. Motivating your
employees is a delicate and purposeful challenge that requires more than an annual review or
jotting a few notes in someone’s personnel file. The following can be suggested based on the
research and survey conducted above.
• Based on the result provided by the study, the organization can get an idea of the fact if they
require taking steps regarding motivation.
• The study can also be used to bring clarity concerning how to implicate different theories of
motivation into practical field of work.
• To inspect the extend up to which motivation has been able to meet employee prospect
expectation.
• To inspire these sectors to enforce more motivational tools to achieve more successes.
• The results can be used to compare present scenario regarding level motivation and the
optimum rate of motivation should be applied to attain organizational goals most effectively.
72
FUTURE SCOPE OF THE RESEARCH
There are certainly more scopes for conducting research studies concerning motivation in the
future. The researchers conducted their study on banking sector. There are other sectors like
industrial sectors, marketing sectors, business sectors etc. These are the main economic power
provider for a country. If we can generate better outcomes from these sectors, our country is
bound to be developed. From the study above we see that motivation has a dominating impact on
employee performance, so, if we can find out more effective use of motivational tools from these
studies, it will certainly help to make our economic sectors more enriched.
73
BIBLIOGRAPHY
1. Vroom VH (1994) Work and motivation. Wiley, USA.

2. Galbraith JR, Cummings LL (1967) An empirical investigation of the motivational
determinants of task performance: interactive effects between instrumentality-valence
and motivation-ability.
3. Jones G, George J (2016) Contemporary Management. 9the dn, McGraw-Hill Education,
Australia.
4. Definition and meaning of motivation in Business – Business Consi.
5. Saks AM (2006) Antecedents and consequences of employee engagement. Journal of
Managerial Psychology 21: 600-619
6. A Brief overview of advantages of self-administered surveys.
7. Wellins RS (2015) Employee Engagement: The key to realizing competitive advantage.
8. CIPD (2015) Resourcing and Talent Planning (Recruitment, Retention and Turnover). An
annual report.
74
ANNEXURE
REQUEST LETTER-
Respected Sir/Madam,
I, Shiraz Irshad Kazi, a student of second year MBA-HRD from Poona Institute of
Management Sciences and Entrepreneurship I am conducting a research on “ A STUDY ON
MOTIVATING EMPLOYEES “ under the subject of “Project Report on HRD” semester III.
I kindly request you to remove a few minutes out of your schedule and fill up the
questionnaire prepared for the same research mentioned. I would be really grateful for your help
and opinion regarding the topic of my research.
PURPOSE OF THE RESEARCH:
The main purpose of this research is to study the motivation level of employees of
ENUM TECH Pvt. Ltd.
75
QUESTIONNAIRE ON MOTIVATING EMPLOYEES
1. How long are you working with ENUM TECH Pvt Ltd?
o 0-2 years
o 2-5 years
o 5-10 years
o 10 and above years
2. Are you clear with company’s principles, protocols, priorities and mission?
o Yes
o No
o Somewhat
3. What motivates you more to work?
o Financial rewards
o Non-financial rewards
o Both
4. Do you feel that your opinions are heard and taken into consideration?
o Yes
o No
5. Are there regular opportunities provided by the organization to give feedback?
o Yes
o No
6. How do you feel about the working environment in your present organization?
o Excellent
o Good
o Satisfactory
o Bad
7. What do you feel about the relationship with your employers and co-workers?
o Excellent
o Good
o Satisfactory
76
o Bad
8. Are you provided with autonomy in your work?

o Yes
o No
o Somewhat
9. Do you feel that you are provided with enough renumeration in the present job?
o Yes
o No
o Somewhat
10. Are you satisfied with the appreciation or reward system provided by your management?
o Highly satisfied
o Satisfied
o Needs improvement
11. Are you motivated to work in your present organization?
o Yes
o No
12. Other than financial rewards, what motivates you more to work in the present
organization?
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77
*********************THANKYOU*********************
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A Detailed Study On Motivating Employees At Enum Tech

SUBMITTED TO SAVITRIBAI PHULE PUNE UNIVERSITY

MASTER OF BUSINESS ADMINISTRATION (HRD)

POONA INSTITUTE OF MANAGEMENT, SCIENCE AND ENTREPRENEURSHIP

ACADEMIC YEAR 2019-2020

PROF. MISBAH QUADRI

MR.SHIRAJ IRSHAD KAZI.

SHIRAJ IRSHAD KAZI

SR.NO TOPIC PAGE NO

Engaging work characterized by a profound feeling of well-being, a belief that one is engaged in

Growth and future initiative

 To study about the benefits and facilities provided to the employees.

Main Objectives of Employee Motivation and spirit are as follows:

IMPORTANCE OF EMPLOYEE MOTIVATION

1. High Level of Performance.

Human behavior is goal-directed. Motivation cause goal-directed behavior. It is through

a. Lower Order (External): Physiological, Safety etc.

b. Higher Order (Internal): Social, Esteem, Self-actualization etc.

f. Ego-need: Need for power, prestige, status and self-confidence.

g. Self-actualization need: Desire to become what one is capable of becoming-to maximize one’s

Herzberg’s motivation hygiene theory: Job satisfaction and dissatisfaction are created by

a. Motivators: Achievement, Recognition, Work itself, Responsibility, Advancement, Growth

b. Hygiene factors: Supervision, Company policy, Relation with supervisors, working condition

Equity theory: Equity theory is a theory that centers on perceived fairness of an individual. An

2. The Work Ethic:

3. Health and Non-Work Satisfaction:

Creating a Supportive Climate:

Motivation as more than Mere Techniques:

Integration and Application of Motivation Theories:

These key areas are shown graphically

.ii. Performance Facilitation:

This area of responsibility involves the elimination, of roadblocks to performance. Like

iii. Removal of Obstacles:

iv. Adequate Resources:

v. Careful Selection of Employees:

vi. Performance Encouragement:

 Designing them is a problem.

DEFINE RESEARCH PROBLEM

REVIEW OF CONCEPTS AND RESEARCH THEORIES

ANALYSIS AND INTERPRETATION OF DATA

1.Response about the support from the HR department

SR NO PARTICULAR NUMBER OF PERCENTAGE

2. Management is interested in motivating the employees

Management is interested in motivating the

3. The type of incentives motivates you more

SR NO PARTICULAR NUMBER OF PERCENTAGE

The type of incentives motivates you more

4. Satisfaction with the present incentives scheme

SR NO PARTICULAR NUMBER OF PERCENTAGE

Satisfaction with the present incentives provided by

5. The company is eagerness in recognizing and acknowledging employee’s work

Eagerness of the company in acknowledging the

6. Periodical increase in salary

SR NO PARTICULAR NUMBER OF PERCENTAGE

Periodical increase in salary

7. Job Security existing in the company.

SR NO PARTICULAR NUMBER OF PERCENTAGE

Job security exist in the company

8. Good relations with the co-workers.

SR NO PARTICULAR NUMBER OF PERCENTAGE

Good relations with co-workers

9. Effective performance appraisal system.