A

TRAINING REPORT
ON

“EMPLOYEE MOTIVATION”

SUBMITTED IN THE PARTIAL FULFILLMENT FOR THE AWARD of DEGREE

OF
BACHELOR OF BUSINESS ADMINISTRATION

(SESSION 2018-2019)

SUBMITTED TO: SUBMITTED BY:

DEPARTMENT OF COMMERCE RENU

B.B.A. III YEAR
CLASS ROLL N0. 1623027
UNIVERSITY ROLL No.0006873905

ARYA (P.G.) COLLEGE, PANIPAT

(AFFILIATED BY KURUKSHETRA UNIVERSITY, KURUKSHETRA)
 DECLARATION
I, RENU student of BBA III year in ARYA (P.G.) College, Panipat hereby declare that the project
report entitled “EMPLOYEE MOTIVATION” submitted for the degree of BBAIII year is my
original work and the project report has not formed the basis for the award of any diploma, degree,
associate ship, fellowship or similar other titles.

It has not been submitted to any other university or institution for the award of any degree or diploma.

RENU
 ACKNOWLEDGEMENT
Survey is an excellent tool for learning and exploration. No classroom routine can substitute which is
possible while working in real situations. Application of theoretical knowledge to practical situations
is the bonanzas of this survey.

Without a proper combination of inspection and perspiration, it’s not easy to achieve anything. There
is always a sense of gratitude, which we express to others for the help and the needy services they
render during the different phases of our lives. I too would like to do it as I really wish to express my
gratitude toward all those who have been helpful to me directly or indirectly during the development
of this project.

I would like to thank my professor Mr. SUNIL who was always there to help and guide me when I
needed help. Her perceptive criticism kept me working to make this project more full proof. I am
thankful to her for his encouraging and valuable support. Working under her was an extremely
knowledgeable and enriching experience for me. I am very thankful to her for all the value addition
and enhancement done to me.

No words can adequately express my overriding debt of gratitude to my parents whose support helps
me in all the way. Above all I shall thank my friends who constantly encouraged and blessed me so as
to enable me to do this work successfully.

RENU

INDEX

Chapter-1Introduction
1.1. AboutofCompany 1
1.2. BriefHistory 1
1.3. Cadburymanufacturing 3
1.4. MalnapurFactory 6
1.5 ChocolateMarketinIndia 7
 1.6 BaseChocolateIngredients 10

Chapter-2Roleof motivationforemployeestraininganditseffectiveness

2.1. Abstract 18
2.2. InitialInterviewData 24
2.3. Applicationevaluationresults 25
2.4. Discussion 26
2.5. Competitiveattitudes 27
2.6. Focusonextrinsicmotivation 28
2.7. Thesuperiorityofintrinsicmotivation 28
2.8. Allowself-initiatedactivities 29

Chapter-3DataAnalysisandFindings
3.1. LiteratureReview 33
3.2. DataCollection 40
3.3. ParameterUsed 42
3.4. GraphicalRepresentationoftheResponses 44

Chapter-4ConclusionandSuggestions
4.1. Findings 51
4.2. Suggestion 52
4.3. Limitation&Methodology 55
4.4. Conclusion 58

➢ Questionnaire 61
➢ Bibliography 64
 ACKNOWLEDGEMENT

Noworkispossiblewithoutthe“GraceofGod”,guidanceofteachers,blessingofelders,l
oveandencouragementoffamilymemberandfriends.

Iwouldliketoacknowledgewiththanksthegenuineinterestandfaithshownbyourdirect
orwhotrulydeservethecreditforprovidinginspirationto
eachstudentintheirsummertraining.

IamthankfultotheHRDepartmentofCadburyIndiaLimitedandspeciallyMr.AtulJha(
HRManager)whogavemetimeoutoftheirbusyscheduletohelpeadministermytask.

Inthecompletionofthisreport,Ihavedrawnheavilyonthevastamountofliteratur
einthefieldofpersonnelmanagement,industrialrelationandhumanresourcedevelopm
ent.Naturally,Ioweadeepintellectualdebttonumerousauthorswhohavesignificantlye
nhancedmyunderstandingonvariousissuesinHumanresourcemanagementthroughth
eirrichcontributioninthisfield.

Aboveall,IheavilyThankmyFatherandmymotherfortheirlove,theconstantenc
ouragementandsupportofmybrotherandfriends.

LastbutnotleastIwouldbespecialgratitudetoourallfriendswhohearteningmeto
completethisproject.
Chapter 1
INTRODUCTION .
1.1 ABOUTTHECOMPANY
Cadbury,asubsidiaryofCadburySchweppesisadominatingplayerintheIndianc
hocolatemarketwithstrongbrandslikeDairyMilk,FiveStar,Perketc.Dairymilkisinfac
tthelargestchocolatebrandinIndia.CadburyIndiaLimited,nowstandsonlysecondtoC
adburyUKLimitedinsalesofDairyMilk.Thecompanyispushingthegiftingsegment,th
roughoccasionlinkedgifts.Chocolatescontributeto64%ofCadbury’sturnover.Confe
ctionerysalesaccountingfor12%ofturnover,iscontributedlargelybyEclairs.Cadbury
alsohasastrongbrandBournVitathemaltedhealthdrinkcategory,whichaccountsfor24
%ofturnover.

1.2 BRIEFHISTORY
Fiftyyearsago,therealtasteofchocolateasweknowittoday,landedonIndianshor
es.Aneventthatcarriedforwardtheentrepreneurshipandvisionbornasfarbackas1824,
whenJohnCadburysetupshopinBirmingham(UK)tosellamongotherthings–
hisowncocoaconcoction.FromthesemodestbeginningsemergedCadburySchweppes
–
thatistodaytheleadingmanufacturerofconfectioneryandbeveragesintheUnitedKingd
om.Acompanythathasitspresenceinover200countriesworldwideandhasmadethena
me‘Cadbury’synonymouswithcocoaproductsincountriesacrosstheplanet.

ThisisthebrandthatcametoIndiain1947toanationthatwasinitsinfancy,amarketthatwa
sreadyfortheworldandapeoplethatwereopentonewideas,newproducts.

Withinayearofbeingsetupasatradingconcern,CadburyfryIndiawasincorporatedasa
Private Limitedcompany,setup for processingimported
chocolatesandBournvita.ThesameyearsawthelaunchofCadbury’sMilkchocolatefor
millionsofIndians.

Through50yearsofinvestmentincapitalandmarketing,thescaleandscopeofouroperati
onshasexpanedtocoverarangeofbrandsinthechocolate,sugarconfectioneryandmalte
dfooddrinkssegments.WehaveamajorityshareintheIndianchocolatemarketandasign
ificantpresenceinsugarconfectioneryandfooddrinks.

TodayCadburyIndiaLtdl,asubsidiaryofCadburySchweppesemploysover200people
acrossthecountry.AndoperatesinoneofthefastestgrowingchocolatemarketsforCadb
urySchweppesgroupacrosstheglobe.
1.3 ABOUTCADBURY’SMANUFACTURING
FACILITYATMALANPUR

In1989,thecompanybeganitsmanufacturingoperationsatitsnewestandmostmodernp
lantatmalanpurnearGwaliorinM.P.Thefactoryislocatedon24acresoflandwhichistak
enonleasefromM.P.AudyogidVikasNigam.

NearbyIndustries

TheMalanpurbelthasahostofotherindustrieslocatedintheregion.Someofthepromine
ntindustriesare:
• Godrej
• SRF
• CTCotton
• Kodak
• LGHotline
• SupremeViny1

AreaoftheFactory
Totalplotarea : 101170.55
Builtuparea : 13211.85sq.m
Lawnarea : 40000sq.m

CadburyMalanpur–products
Equippedwiththestateofarttechnologyandbackedconstantinvestment,thistheCadbur
y’sMalanpurunitmanufacturesarangeofliquidmilkchocolateandvarietyofenrobedch
ocolateproducts.
 • DairyMilk
• Eclairs
• 5Star
• Gems
• Perk

Employees
Thefactoryhasayoungworkforcewiththeaverageageofanemployeebeing28years.Thee
mployeesthefollowingnumberofpersonnel:
LineOperates : 2
6
Engg.Operates : 4
2
ExecutiveOfficers : 4
6
Managers : 9

SkillLevelofWorkforce
AlloperatesinthefactoryareIITTsandprofessionallyqualified.

Policies
Theunitpracticesthepoliciesandguidelinesaslaiddownbyit’sparentcompanyCadbur
ySchweppesplc.Thefollowingpracticesareinplaceanddiligentlyobservedbythecomp
any:
• HACCP(GoodmanufacturingPractices)
• Prerequisites
• RiskManagement
• Qualitypolicy
• Safetypolicy
• Environmentpolicy
TheaboveisauditedfromtimetotimebytheGroupTechnical.

ContactNumbers:
TelephoneNo’sFactory : (07539)2283803-807/509401-
403FaxNo. : (07539)2283802
FactoryManager : (07539)2283801(DirectLine)

Address:
CadburyIndiaLimited
PlotNo.25,MalanpurIndustrialAreaVillageGu
rikha,TehsilGohad
Distt.Bhind,Pin–477116

ProfessionalAssociation
Theunitisamemberofthefollowingbodies:-
• M.P.ChamberofCommerce&Industry
• MalanpurIndustriesAssociation
• MPAKVN
• Cll
• QualityCircleFederationofIndia.
CommunityDevelopment
Theunithasalsotakenupmanycommunitydevelopmentinitiativesforthesurroundinga
reaalongwithM/sSambhavaprominentNGOlike,theprimaryschoolatGurikhavillage
forthelocalchildren.
1.4 MALANPURFACTORY
In1989thecompanystatedmanufacturingoperationsfromitsthirdandnewestfactoryat
MalanpurnearGwaliorinM.P.

Usingthemostmodernstateofthearttechnology,theunittodaymanufacturesrangeofliq
udmilkchocolateandavarietyofenrobedchocolateproducts.
Factoryin8phases
1988-89 - Eclairs&Gems
1994-95 - 5Star
1997 - Perk
2001 - Chocolateexpansion
2005 - FruityGems
2006 - UltaPerk
2008 - Short
2009 - ÉclairSticks
LOCATION :PlotNo.25,MalanpurIndustrialarea,Malanpur
distt.–Bhind.
TelephoneNo. : 07539-83803,83804
ParentCompany :

CadburySchweppesInternationalUKTotalArea24Acres–
Constructed8.5Acre
1.5 CHOCOLATEMARKETININDIA
Chocolatemarketisestimatedto be around 1500
crores(ACNielson)growingat18-20%perannum.
➢ Cadburyisthemarketleaderwith72%marketshare
➢ ThepercapitaconsumptionofchocolateinIndiais300gramcomparedwith1.9kil
ogramsindevelopedmarketssuchastheUnitedKingdom.
➢ Over70percentoftheconsumptiontakesplaceintheurbanmarkets.
➢ Marginsinthechocolateindustryrangebetween10and20percent,dependingont
hepricepointatwhichtheproductisplaced.
➢ Chocolatesaleshaverisenby15%in2007toreach36000tonnesaccordingtoonee
stimate.Anotherestimateputsthefigureat25000tonnes.
➢ Thechocolatewafermarket(UltaPerketc)isaround35%ofthetotalchocolatema
rketandhasbeengrowingataround13%annually.
➢ AsperEuromonitorstudy,IndiancandymarketiscurrentlyvaluedataroundUSD
664million,withabout70%orUSD461million,insugarconfectioneryandthere
maining30%orUSD203million,inchocolateconfectionery.
➢ EntireCelebrationsrangehasamarketshareis6.5%.
➢ Theglobalchocolatemarketisworth$75billionannually.
➢ Consumerscanchoosefromwiderangeofchocolates,whichinitiallywaslimited
toMilkchocolateslikeDairyMilkandMilkyBar.Inpastfewyearswehaveseenso
manySKUswithalmonds,raisingsandallsortofnuts.Andhowcanweforgetlates
t5starcrunchyandUltaPerk,whichhasopenednewwindowsforconsumers.
WHATISCHOCOLATE?
Cocoa
Cocoaplantisasmalltreehavingpodsonthemaintrunkaswellasonthebranches.Podsisl
ong,narrow,flatpartwhichcontaintheseedsandusuallyhavingthinskin.Cocoapodsaft
erharvestingarecautiouslyopened.Thebeansandmucc8lagearescopedoutandsubject
edtonaturalfermentationeitherinheaps,woodenboxes.Fermentationgenerallytake5-
10days.Attheendoffermentation,thepulpbreaksdownandthereisachangeintheofthes
eeksfrompaleyellowtobrown.Theendogeneousenzymesactivatedbytheheatferment
ationbringsoutchangesinproteinandpolyphenolsinthekernel.Thebeansarethendriedt
osixtoeightpercentmoisturelevelinsunorartificialdryers.

Thedriedbeansarecleanedsortedroasted.Roastingdevelopsthecharacteristicfl
avour,afterroastingthebeansarepassedthroughcorrugatedrollerstobreaktheirshellsa
ndremovedbywinnowing.Thecotyledonsareknownas‘nibs’.Thisnibsareusedforthe
manufacturingofcocoaandchocolate.Thenibsaregroundusingstonemillstofinepaste
orliquor.Theheatproduceduringgrindingcausescocoafattomeltandthemeltedfatcarri
eswithit,insuspensions,finelygroundparticlesofcocoa.Thisisknownascocoa
0
mass’,chocolateliquor’orbitterchocolate’.Thismasssolidifiesatabout30 C.

Cocoamassisveryrichinfat(50-
55percent)andcannotbeuseddirectlyforthepreparationofanybeverage.Itissubjectedt
ofilterpressingtoseparateoutamajorpartoffat(cocoabutter).Theamountoffatleftinthe
pressedcakecanbevariedbytheconditionsofpressing.Thepressedcakeisusedforprodu
cingcocoapower.
CHOCOLATE:Cocoamassnottreatedwithalkaliisgenerallyusedforthe
manufactureofchocolate.Therearemanytypesofchocolatedependinguponthelevelof
cocoamass,addedcocoabutter,sugar,milk,andotheringredients.Plainchocolateismas
sprocessedwithcocoabutterandsugar.Plainchocolatecontains40-
55percentsugarand32-42percentfat.

COCOABUTTER:Cocoabutterwhichaccountsformorethan50percentofcocoabea
nisavaluablebyproductofthecocoaindustry.Thebutterisapaleyellowliquidwithachar
0
acteristicodourandflavorofchocolate.Itisbrittleattemperaturebelow25 C,softensint
0
hehandandmelts(34 C)inthemouth.Itisnotgreasytotouch,itisrichinsaturatedfattyaci
ds(palmiticacid,stearicandhigheracids).
 1.6 BASECHOCOLATEFOR5-STAR&PERK

COCOABUTTER COCOAMASS
+ + SMP
FCMP
SUGAR

ADDONEBYONE

TWOROLLREFINER PARTICLESIZE200MICRON

PARTICLESIZE25MICRON

FIVEROLLREFINER
CONCH
LOADING
DRYCONCHING
PASTING
LIQUEFYING
FLAVOURMIXING
DISCHARGING

STORAGE&SEIVING

TRASFERTOLINE
INGREDIENTS

• Emulsifier:
➢ Lecithinisusedasaemulsifier,anemulsifieroftenaddedtochocolateduringthem
anufacturingprocesstogiveitasmooth,fluidconsistency.Lecithinstabilizesfatd
ropsandkeepsthemfromcongealingandseparating.Themajorityoflecithinused
inchocolateisderivedfromsoybeans,naturallyoccursineggyolksandsomevege
tables.
• Palmoil
• Flavouringagent
• SMP
• Sugar:
➢ Addedasasweetener.
➢ Itcaramelizeswithheat,itshelpstheproducttobecomebrown.
➢ Italsoincreasesthetendernessoftheproduct.
• Slat
➢ Saltactasaantimicrobialagent,
➢ Italsoimparttastetotheproduct.
➢ Italsoabsorb moisture, actasadehydratingagent.
• Cocoabutter
• Cocoasolid
• Hydrogenatedvegetableoil
• Ediblegum
• Soyaflour
• Invertsugar
PROCESSFLOWDIAGRAM

CHOCOLATE
CORNFLAKES
ANDRICECRIPS

BLENDER VIBRATORY
ELEVATOR

TROUGHCO
NVEYOR

RIBBON
BLENDER (ITSHOLDTHECEREAL)

FRAPPE+ CONVEYOR(cru
CREAM nchyhopper)

NAUGA

SPREADINGOF
CERALSOVERN
AUGA

CARAMEL
COATING
COOLINGT
UNNEL-1
 CUTTER(VERTIC
ALCUTTING)

FENNINGBELT REWORK

CUTTER (HORIZONTALCUTTING

BELT

ENROBING

COOLING
TUNNEL-2

MATERIALCHECK

WRAPPING
CARAMELMAKING

MILKPOWDER + HOTWATERAT + VANASPATI

E-MILK
(EMULSIFIEDMILK)

LIQUID

PREMIX INVERTSUGAR
BATCHVESSEL &SUGAR

HOLD

PREDISSOLVER
(650C)

CARAMELCOOKER

CARAMEL
 FOAMINGSYRUPMAKING
WATERAT
850C(440LT)

SOYAFLOUR
(100KG)

CALCIUM
SCREW HYDROOXIDE(10.5KG)
CONVEYOR

(ADDSOYAFLOURWHENWATERTE
0
MPERATURE<70 C)
MIXING(15-20MIN)

STIRRING
(UPTO7HRS)

SALT

FOAMING +
LIQUIDGLUCOSE(86KG) AGENT(37KG) SUGAR(34KG)

FOAMINGSYRUP
+ +

INVERTSUGAR(15KG) GUARGUM(2.8KG)
 FRAPPEMAKING

SUGAR(94KG) LIQUIDGLUCOSE-93KG
WATER(30LT) + +

SUGARSYRUPAT800C

(80KGOFSUGARSYRUP

COOKER–1
(1000C)

FOAMINGSYRUP

COOKER-2
(1280C)
(WHENTEMP.OFSUGARS
0
YRUPREACHES125 C
F.S.ISINTRODUCEDI COOLINGINVACCUM
NBEATER (TEMPERATUREREDUCETO
0
(25GK) 117 C)

DOSINGTANK BEATER (COMPRESSEDAIR)

FRAPPE

PRESSURE
VESSEL(HOLD)
CREAMANDNAUGAMAKING

+ + COCOA
VANASPATI SMP
POWDER

CREAM

NAUGA
FRAPPE

SOPFORREWORK

1. Take20kgofconditionedcoatedreworkandbreakitintosmallpieces.
2. thenvisuallycheckthereworkforthepresenceofanyforeignmateriallikelaminat
e,plasticthreadsetc.andremovethesameifitexists.
3. passthebrokenthroughthemetaldetector.
4. put thebrokenreworkintheStephenblenderandblend it
inthefollowingmanner:
i. blendfor10 sec.ataslowerspeedandthenadd2kg ofvanaspatiinit.
ii. Blendfor5sec.atfasterspeed.
iii. Blendfor10sec.atfasterspeed.
removeallthematerialfromtheblenderintoabucketusingascrapper:
 Chapter 2
RoleofMotivationforEmployeesTraininganditsEffectivenes
s
 THEROLEOFMOTIVATIONWHENMANAGING
CREATIVEWORK
2.1 ABSTRCT
Whileimplementingandevaluatingcomputersupportforcorporatecreativityit
wasnoticedthatthesheerpresenceoftechnologydoesnotguaranteeusage.Factorssucha
sorganizationalcultureandmanagementattitudesseemtohaveanequallyimportantrole
,andthisobservationcalledforamorefocusedanalysisofthemotivationalaspectsofcrati
vitymanagement.Basedonliteratureandempiricaldata,fourmanagerialadvicetoprom
otecorporatecreativityarepresented:abandonrewardsystem;officiallyrecognizecreat
iveinitiatives;encourageself-initiatedactivities,and;allowredundancy.

1. ANEEDFORCRATIVITY
Theimportanceofcreativityinindustryhasrisendramaticallyduringthelastfewd
ecades.Duringthepeakoftheindustrialera,acompanycouldprosperfromslowly
developingandrefiningonesingleproductorservice.Theinereasingpacewithw
hichbusinessnowreshapesitselfpropelledbythenewcapabilitiesofferedbyinfo
rmationtechnology(IT)placeshigherdemandontheorganizationalmemberstob
eabletosee,andgrasp,newopportunities.Globalization,andthecompetitionthat
accompaniesit,furtheraddstotheneedforcrativityinanentrepreneurialway,and
itisarguedthatemployeesoftomorrowwillbevaluedmorefortheirabilitytocreat
enewknowledgethanforbeingableto
manageknownfacts[1,2,3].Creativitywillthereforebecomeaqualityofincreasi
ngimportanceandavitalbranchofknowledgemanagement(K.M.).althoughcrat
ivityishighlyunpredictableitcanbepromoted.Ifyouinalibrarystartreadingbook
afterbooklookingforaparticularword,youcannotpredictwhenandwhereitwills
howup,butyouknow
 withcertaintythatyouwilleventuallyfindit.However,bycarefullychoosingwha
tshelftostartfrom,youmayincreasetheprobabilityforthesoughtwordtoturnup.
Similarly,managingcrativityisaboutraisingtheprobabilityforcreativeactstoha
ppenbystimulatingthefactorsthatworksinfavourofcrativity.
Traditionalsuggestionsystems
Thetraditionalwaytoaddressthisneedforcontinualimprovementshasbeent
oimplementsomeformofsuggestionsystemadtoencourageemployeestosu
bmitimprovementproposalstoit.Theseproposalsandideasarethentypically
attendedtoandreviewedbyProposal–HandlingCommittees(PHCs).Good
suggestionsareusuallyrewardedinsomeway,whilenotsogoodproposalsar
erejected.However,therearescriousshortcomingswithsuchsystems.Firstl
y,thereisaproblemofcommunication.Suggestionsareseldomsharedwithin
theorganization.Goodideasmaybeimplementedlocallybutremainunheard
ofinotherpartsoftheorganization,resultinginthe“reinventing–the-wheel”-
syndrome.Otherideasmaybeprematurelyrejectedduetotheproposer’sprob
lemtoaccuratelycommunicatethevisionthatheorshehas,orthePHC’slimite
dcapacitytounderstandandappreciatethequalityofaperhapsinnovative–
andthusunusual–
suggestion.Hadtheseideasonlybeenmadepublic,theycouldhavestartedoth
ercreativeideaselsewhereintheorganization.Secondly,manyideasareneve
rproposedatallduetoseveralreasons.Onereasongenerallyrecognizedasase
riousperformanceblockerisevaluationapprehension:thefearofbeingevalu
atedbyones’peers.Wearereluctanttopresentsillyideasifweridklosingfacei
nfrontofourcolleagues.Instead,wekeepourpotentiallyrevolutionaryideast
oourselves,againmissinganopportunityfororganizationalbenefits.Anothe
rreasonis the
 thresholdanofficialsuggestionsystemconstitutes:wemayfeelthatourideais
notworthyofbeingsubmittedasanofficialproposalorwemaylacktheability
ormotivationtowrite-
upourproposalsintheformrequiredforsuggestionstobeaccepted.

Analternativeapproach
Theworkdescribedherehasbeenaimedatimprovingcorporatecreativityby
designingandimplementingITsupportforabrainstorming–
basedapproachtoideageneration.Byapplyingtheprinciplesunderpinningb
rainstormingaspositedbyOsborni.e..quantityoverquality;elaborationonot
her’ideas;andabsenceofcriticism,Ihopedtoaddresstheproblemsmentione
dabovebyprovidingacomplementtothesuggestionsystemstraditionallyus
edinindustry.Havingadesirenotonlytothesuggestionsystemstraditionally
usedininfluencetheprocessesundrstudy,myresearchapproachmaybedescr
ibedasanactioncase.Thishybridisamixofunderstandingandchange,design
edtobalancethetrede-
offsbetweenbeingeitheranobservercapableofmakinginterpretationsorare
searcherinvolvedincreatingchangeinpractice.Therefore,thisresearchtake
splaceinarealindustrysetting.Diffusionsandadoptionoftechnologydepend
snotonlyontechnologyitself,butalsoonstructuralandcognitivefactorssuch
culture,motivation,trust,andmindset.KMsystemsinparticularmustnotbes
eenasstand-
alonesystemsbutasasymbiosisbetweensocialprocessesandtechnology.A
mabilehassingledoutmotivationtobethekeyfactorforcreativityandIshallth
ereforelimitmydiscussiontoelaborateonmotivationanditsmanagerialimpl
ications.ToprovidethereaderwithabackgroundIshallshortlydescribethepr
ototypesystemimplementedbygivingaconceptualdescriptionofit.Ithereaf
terpresentsome
 empiricaldatafrommyinterviewsbeforeendingthepaperwithadiscussiona
ndaconclusion.

2. WORKONBRAINSTORMING
SinceintroducedbyOsbornin1953,brainstorminghasbeenwidelyusedinindust
ryandbusiessasatechniqueforideaenerationandproblemsolving.However,inc
ontrasttoitspopularitystandstheresultofseveralstudiesthatconsistentlyshowth
atnominalbrainstorming,i.e.theaggregatedworkofindividualsworkingsimult
aneouslybutwithoutcontactwitheachother,outperformgroupbrainstorming.T
hreemainreasonsforthishavebeenidentified.Ffirstly,thereisevaluationappreh
ension,whichreferstoasituationwhenthegroupmembersarereluctanttoexpress
theirperhapsunpopularorpoliticallyincorrectsuggestionsorpoorlydevelopedi
deasinfearofbeingjudgedorevaluatedbypeersormanagers.Secondly,socialloa
fingoccurswhengroupmembersintentionallylimittheircontributionsandrelyo
nothergroupmemberstodothejob.Thirdlyandfinally,thereistheproblemofpro
ductionblocking,.e.theresultofgroupmembershavingtowaitforotherstofinish
beforetheycanoffertheirownideas.Whilewaitingdeasmaybecomeobsoleteorf
orgotten,or,inordernottoforget,peopleconcentrateonandrehaearsetheirownid
easinsteadofparticipatingandgeneratingmoreandnewideas.Electronicbrainst
ormingwasintroducedasanattempttoaddressthesethreeproblems.InEBS,thep
articipantsusenetworkedcomputerstosendideastoandreadideasfromthegroup
.Byallowinganonymousideaentrytheevaluationapprehensionproblemisavoid
ed.Theloggingcapabilityofcomputersoftwarehelpsreducethesocialloafingsin
ce.Informationontherelativeperformanceofeachindividualmaybemadesalien
t.Finally,sinceparticipantsareusingindividualcomputerterminals,ideaentryan
dsharingmaybeperformed
 byalluserssimultaneously,thuseliminatingmuchoftheproductionblockingobs
ervedinface-to-
facebrainstorming.Thoughapparentlysolvingthethreemainproblemsmention
edabove,ithasbeensuggestedthatEBSonlyoutperformnominalbrainstorming
whenusedinlargegroups.Despitethissuggestionnotmuchresearchhasbeen
done onreallylargegroups.

3. THEMINDPOLPROTOTYPE
InresponsetothecallformorestudyonlargegroupsMindpoolisanintranetapplic
ationavailablefortheentireorganization(Seefordetailsaboutitspredecessor).T
hemostfundamentaldesignprinciplesforMindpoolarethatworkiscarriedoutas
ynchronously,usersareanonymousbutyetabletocontact,andtheentireorganiza
tionmaybeaddressed,insteadofjustagroupofaselectedfew.Theideaistomimics
thecreativeatmospherefoundinbrainstormsessions,wherenosuggestionsaretu
rneddownbutinsteadusedtospawnnewandpossiblyevenbetterideas.Unlikeord
inaryEBSsessions,Mindpoolsupportsasynchronousbrainstorming.Usersdon
othavetobeactivesimultaneously,whichremovesthetemporalrestrictionprese
ntinothermedia,e.g.chatforums.Thesystemfurtherallowstheproposertobeano
nymouswhileyetprovidingamechanismforlettingpeoplecontactthem.Thereas
onsforanonymityaretwo;firstly,iteliminatesevaluationapprehensionandthuse
nablesuserstosubmitproposalswithoutriskingmakingfoolsofthemselves–
afactknowntohaveapositiveeffectontheamountofideas.Secondly,notrevealin
gthecontributorhelpsseparatingeffectontheamountofideas.Secondly,notreve
alingthecontributorhelpsseparatingpersonalitiesfromtheissues,thuspromotin
gamoreobjectiveevaluation,especiallysowhenpowerdifferencesexistamongt
heparticipants.Suggestionsaresubmittedasemailsandaddedtoaweb
 page.Thewebisaccessiblefromallplatformsandthepersistentnaturealsoallows
theideatolingerlongenoughforittobefoundbymanydifferentpeopleindifferent
locationsandcontexts,therebyallowingideastodeveloplongafterthepointofintr
oduction.Thepossibilitiestoaddcommentsdirectlytotheproposal,asisthecasei
nnewsgroups,isabsentinMindpool.Thishelpsshieldingthenewideafrompubli
cnegativecritique.Still,amechanismthatmadeitpossibletocontacttheproposee
ithertoaskforortoprovidemoreinformationwasprovided.Thoughthelattermay
containcriticism,theoriginalidearemainspubliclyavailableandcanserveasasee
dforothers,whilethecritiqueisnotdisplayed.Thefactthateachcontributorcanbe
tracedaalsoenablesindividualrecognition,whichisotherwiseaprobleminanon
ymousEBSsystems.

4. EMPIRICALRESULTS
BeforeinstallingandevaluatingMindpool,Ineededtosetabaselineformylaterex
perimentsbyinterviewingtheemployeesabouttheirviewsoncreativity,suggesti
onsystems,andmanagement.Below,Ifirstpresenttheresultsfromthe10semi-
structuredinterviewsbeforereportingfromtheprototypeevaluation.
2.2 INITIALINTERVIEWDATA
Amalterstudentconductedtensemi-
structuredinterviewswithemployeesofalargeSwedishITcompany.Theseinter
views,lastingapproximaltely40minutes,includedbothmembersoftheProposal
\-
HandlingCommittee(PHC),i.e.thepeopleresponsibleforevaluatingsubmittedi
deas,andordinaryofficeworkers.Allinterviewsweretapedandanalyzedbythea
uthor.
Mostrespondentsstressedtheimportanceofstimuliofsomekindtosparkc
reativity,andmentionedtheinteractionwithotherpeopleasanimportantsource.
Asidefromthesharedviewof“inputfrompeople”asbeinganimportantstimuliad
iversityofothersituationswerementionedduringtheinterviews:facingachallen
gingtask;goingtoconferences;visitingothercompanies;lookingatdifferentapp
lications;ordoingphysicalworkout.“It’smoredifficulttobecreativewhenyoure
allyhaveto”isanutterancethatwelldepictsthecommonviewoftheinterviewees,
thatcreativityishighlysituatedandspontaneous.Allrespondentsbelievedthatas
uggestionsubmittedtothePHChadtobebothconcreteandwellthoughtthroughto
beconsidered.“ithastobeseriousstuff.Whichmakesyouabitreluctanttosubmit”
saidonerespondentwhobelievedthethresholdforparticipatingwastoohigh.So
mealsoconveyeditasmeaninglesstosubmitsuggestionssincesomebodyelseha
dprobablyalreadythoughtofthesameideaandalreadysuggestedit.Severalrespo
ndentscomplainedaboutnothavingtimeforextraordinaryactivities,ortodothin
gsoutsidetheirimmediateduties;“Youdon’thavetimeto,likespeculate,orbecre
ativeinageneralsortofway.
We’retootightlygovernedbybudgetsanddeadlines”.Anotherinterviewe
epointedoutthat“ifyouhavetoomuchtodoyoucan’tbe
 creativeanymore”.Itwas/alsosuggestedthatthereshouldbeaseparatelydesigne
dforumalongsidethesuggestionsystemwhere/creativepeoplewouldbe“allowe
dtospendtime”tryingtodevelopideastheyhave.Toberecognizedasacreativeper
sonandallowedentrytosuchagroupwouldbelikebecomingoneofthe“Knightso
ftheRoundTable”,saidonerespondent.

2.3. APPLICATIONEVALUATIONRESULTS
Mindpoolwasimplementedonthecorporateintranetandtestedduringfou
rweeks.Thoughtheapplicationwasavailabletoeverybodyinthecorporategroup
weexplicitlyinvited32userstotesttheapplication.Amongthese32werethe10pe
opleinterviewedearlier.Notallinviteduserstriedtheapplicationbutthelogfilesr
evealedthat52differentusersaccessedtheapplication,indicatingthatitwasfoun
dbypeopleotherthatonlythoseinvited.Mostpeopledidonlyreadthesuggestions
withoutmakingsuggestionsoftheirown.This,however,wasanexpectedbehavio
r.Mindpoolreceived22suggestionsduringthefourweektestand14oftheseweres
ubmittedtheveryfirstweek.The22ideasweresubmittewdbyeightdifferentuses.
Theprototypewasnoimmediatesuccessevenifsomeuserthoughtofitaspotential
lyuseful;“Ithinkthisisgood,ifonlyyougetgoingandgetituptospeedsortof.Youd
on’twanttobethefirstonetocontribute”.
Severalinterviewees,however,sawMindpoolandthetraditionalsuggesti
onsystemascompetitors;“ifyouhaveagoodidea,whypostithereinsteadofsubmi
ttingittothePHC?
Thereyoumightgetarewardandyouknowyou’llgetananser”.Asimilarcommen
twas;“ifIpostmyideaonthissite,someonemightstealitandsendittothesuggestio
nsystem.ThosewhosawMindpoolasacomplementtothesuggestion
 systemfoundanotherproblem(whichalsowasraisedduringtheworkwithMindp
ool’spredecessor.Whatwillhappenifaninitialideasubmittedbyainspiressomeo
neelse(B)togenerateabetteridea,whichthenismodifiedbyyetanotherperson(C)
toareallygreatideathatreceivesacknowledgementbythePHCandrendersagrati
fication?Shouldonlythelastpersongetthecredit?
Whatabouttheothertwo(AandB)whogottheideastarted?
thosewhohadnottestedMindpoolblanmeditnothavingtime:“Ihaven’tgotroun
dtoit.Ifyoudon’tdoitrightawayyouforgetaboutit.Wehaven’ttimetobecrativeo
npurespeculation”.

2.4. DISCUSSION
ThedesignofMindpool,withitsdistributedandasynchronousnature,ena
blescompanywidebrainstormingthroughtheuseofwebtechnology.Mindpoole
liminatestheneedoflargefacilitiesandsimultaneoussessions,thereby,intheory,
allowingcompany-
widecontinuousbrainstorming.Thenovelblurringofboundaresbetweenelectro
nicbrainstormingandordinaryworkactivitiesshouldhaveapositiveeffectoncre
ativity.Inpractice,however,thishasnotbeenobserved.
2.5. COMPETITIVEATTITUDES
PerceivingMindpoolandthesuggestionsystemascompetitorsisveryunf
ortunatefromanorganizationalpointofview.Thereisanobviousriskthatneither
A,B,norC,asdiscussedabove,wouldhavemanagedtocratetheusefulideaonthei
rown,inisolation.ThefinalideawastheresultoftheinteractionofA,B.andC,asoc
ialknowledgecreationprocessthatrequiredthecombinedinputfromallthreepart
ies.
Forexample,oneusercontributeswithA,whichmaybeanidea,asuggestio
norevenjustaremark;“Allemailisdrivingmecrazy.Can’twethrowoutouremail
system;”thissomewhatunrealisticsuggestionmaybeobservedbyanotherusera
ndspawnaprocessinthatpersonsunconsciousmindthatlaterresultsinB:“Mustal
lthisFor-Your-Informationemailreallybeemail?
Aren’tthereanyotherchannels?”notethatAandBdonotconnectvisibly-
thereisnomechanisminourprototypegroupingorlinkingsuggestions.Thisismu
stbesobecauseeventheusersuggestingBmaynobeawareofthementallinkfrom
A.inpractice,theremaybeweeksorevenmonthsbetweenAandB.suggestionBm
ayinasimilarmannereventuallyleadtoC.whichinturninspiresDandE,andsofort
h.Noneofthesesuggestionsorideasneedstobe“good”or“useful’inapracticalse
nse,eventually,however,thiscumulativeprocessleadstoapointwhereauseful,c
onstructive,practicalsuggestioncanbeidentified.Inatraditionalsuggestionsyst
emonlythelastpersonwouldreceiveacknowledgementandallthepreviouscontr
ibutorswouldbeignored.Suchanapproachencouragesemployeestokeepideast
othemselves.Ifinsteadalluserswererewardedforparticipatingtherewouldbeno
reasontoholdbackanyideas.
2.6. FOCUSONEXTRINSICMOTIVATION
PracticalexperiencesofMindpoolareyetintheirearlystagesbutthetentati
veresultsanalyzedthisfarareconsistentwiththefindingsderivedfromtheworkw
ithitspredecessor.Organizationalmembersexpressaconcernfornotreceivingth
efinancialrewardthatthefinalsuggestionmightgenerate.Thisconcerncanbeattr
ibutedtotheuseofasuggestionsystembasedonextrinsicmotivation.Itshouldben
otedthatthesuggestionsysteminuseremuneratestheproposerofagoodideawithf
inancialcompensationcorrespondingtohalfofthecompany’sfirstyear’ssavings
,whichmightcometoasubstantialamount of
money.During1999,thecompanyunderstudyspentapproximatelyUSD45000o
nrewards.ItwasthusarguedthatifusersAandBabovearenotacknowledged,they
areinsteadencouragedtokeeptheirideastothemselvestotrytodeveloptheminto
whatCmanagedtocomeupwithhowever,notmanyemployeesactuallycontribut
etothesuggestionsystemthatisinuse.During1999,thePHCreceivedsuggestion
sfrom226ofthe+2400employees,whichmeansthatlessthan10percentoftheme
mbersparticipatedactivelyconsistentresearchfindingsshowthattherelianceon
extrinsicmotivationlimitsparticipationtotypically10-
15percentoftheemployees,asopposedto70-
80percentwhennorewardsystemisused,orwhenrecognitioniskepttoasymbolic
level.

2.7. THESUPERIORITYOFINTRINSI
CMOTIVATION
Thisstrongcorrelationbetweentheuseofintrinsicmotivationandhighpar
ticipationintheimprovementprocesssuggeststhatotherformsofacknowledge
mentshouldbeused.Aformofrewardthatseemstobemoreappropriate
isbeingallowedtoworkwithwhatonefinds
 interesting.Itsoappearsthatwhenpeopleareprimarilymotivatedbytheirinterest
intheworkandtheenjoymentofthatactivity,theyaremorecreativethantheyarew
henprimarilydrivenbysomegoalimposedonthembyothers.Theuseofextrinsic
motivationsuchasrewardsorbonusestendtocauseafocusontherewardrathertha
nonthetaskathand,andwinningtherewardbecomesmoreimportantthanfinding
themostcreativesolution.Overwhelmingempiricalfindingsinline
withthesearereportedfromthefieldofsocialpsychologyofcreativityandarerefe
rredtointheliteratureastheintrinsicmotivationprinciple.Tobeallowedtoworkw
ithone’sownideasisarewardinitselfandouldthereforebeusedtoreplaceextrinsi
cmotivationinformofmoney.Rewardingcreativeworkrequiresadelicatebalanc
ing/betweenintrinsicandextrinsicmotivation,andmustbedoneskillfully.What
everrewardischosen,itshouldbeusedtorecognizethecompetenceortheworkabi
lityofthegrouporindividual,andtherewardshouldbeusedtomotivatefurtherwo
rkandnotactasabribe.Encouragingwork-
focusedfeedbackanddiscouragingexcessiveinitialcritiqueofnewideasfostera
positiveattitudetowardscreativity.Bydemonstratingthatinnovations
andcreativityarevaluedbycommunicatingthepotentialoftheworkandaccompli
shmentsthathavebeenmade,intrinsicallymotivatedemployeeinitiativescoldbe
furtherpropelled.

2.8. ALLOWSELF-INITIATEDACTIVITIES
Self-
initiatedactivitiesarepowerfulbecausetheyaredrivenprimarilybyintrinsicmoti
vation.Whenemployeesareallowedto,andinfactencouragedto,pickandpursuit
stheirownprojects,theyaredrivenbytheirpersonalinterests.Researchinacorpor
atesettinghasshownthatprofessionalinterestsratherthanespousedtheory is
whatmotivates
people.Amanagementstrategytopromotecreativitywouldbetopresentandmoti
vatethedirectionforworkbutleavetheindividualstoconducttheworkastheyseef
it.Employeesshouldfurtherbematchedupwithprojectsaccordingtotheirinteres
tsorwheretheircompetenceischallengedanddeveloped.Plannedactionscanonl
ytakeanorganizationindirectionsalreadyanticipated.Toreachtheunexpected,t
hecompanymustgobeyondwhatisscheduledandputitstrustintheunplannedacti
onsthatoftenaretheresultofuserinitiatives.Everyunanticipatedactivitybeginsa
sanunofficialtask,andveryoften,ifnotalways,theseunanticipatedandunofficial
activitiesareindeedalsouserinitialted.Theexpression“SkunkWorks”wascoind
edduringthesecondWorldWarbytheaircraftmanufactufacturerLockhedMarti
nstodescribeasituationwhereasmallgroupoftechnicianwerallowedtoworkout
sidetheestablishedbureaucracyandwithminimalmanagementcontrol.Ithasbee
nshownthatcreativityandinnovationisaidedbylowforma-
lisationandlargedegreesoffreedom,especiallyduringtheinitialstages.Itisalsor
ecognizedthatcreativityoftenrequiresextra-
ordinarydedicationandcommitment,andthatmostemployeeswouldwillinglyd
ofarmorethanthecompanycouldpossiblyaskofthemifonlytheywereallowedto
workwiththingsinwhichtheywerereallyinterested.Acompanyshouldtherefore
allow,andencourage,theiremployesestoactasautonomouslyaspossibleandsup
portasmuchunofficialskunkworkasitcan.Tobereallyeffective,however,asyste
mthatpromotessuchentrepreneursipmustnotberestrictedtoanyparticulargrou
p,aswasthecaseatLockheed,butreacheveryoneintheorganization,sinceitcann
otbedeterminedinbeforehandwhowillbecreative.
2.9. THENEEDFORREDUNDANCY
Althoughitisnotdesirabletoreinventthewheelfromscratch,repeatingallt
heerrorpreviouslymade,itisoftennecessarytoalloweveryonetobuildtheirown
wheel.Thisisduetothestrongrelationshipbetweenknowledgeandaction.Learni
ng–by-
doingistheonlywaytoacquirecertainknowledge,andthissuggeststhatenoughre
dundancyshouldbeallocatedtoallowforsuchexperimenting.However,corpora
tesettingswithdeadlinesandresourceconstrainsdoseldomallowformuchspont
aneousself-
initiatedactivities,astestifiedbythequotedrespondentearlier.Tightbudgetsand
deadlinesaredenyingtheemployeestheabilitytofollow-
uponthehunchestheyget,ortobe“creativeonspeculation”asonerespondentputi
t.Thefactthattoday’sIeanorganizationsdotoallowtheredundancythatissovitalt
oknowledgecreationhasalsobeenrecognizedbytheliterature.Tosetfreethedesi
retoinitiatecreativeactsthatalreadyexistswithinmostpeople,thecompanymustt
akeappropriateactions.Forexample,Toshibaand3Mallowtheiremployeestode
vote15percentoftheirtimetoself-initiatedactivities.
Chapter 3
DataAnalysisandFindings
 DataAnalysis&Finding
Themanagementofpeopleatworkisanintegralpartofthemanagementprocess.T
ounderstandthecriticalimportanceofpeopleintheorganizationistorecognizethattheh
umanelementandtheorganizationaresynonymous.Anwell-
managedorganizationusuallyseesanaverageworkerastherootsourceofqualityandpro
ductivitygains.Suchorganizationsdonotlooktocapitalinvestment,buttoemployees,as
thefundamentalsourceofimprovement.Anorganizationiseffectivetothedegreetowhi
chitachievesitsgoals,aneffectiveorganizationwillmakesurethatthereisaspiritofcoop
erationandsenseofcommitmentandsatisfactionwithinthesphereofitsinfluence.Inord
ertomakeemployeessatisfiedandcommittedtotheirjobsinacademicandresearchlibrar
ies,thereisneedforstrongandeffectivemotivationatthevariouslevels,departments,and
sectionsofthelibrary.
Motivationisabasicpsychologicalprocess.Arecentdata-
basedcomprehensiveanalysisconcludedthatcompetitivenessproblemsappeartobelar
gelymotivationalinnature.Alongwithperception,personality,attitudes,andlearning,
motivations a
veryimportantelementofbehaviour.Nevertheless,motivationisnottheonlyexplanatio
nofbehaviour.Itinteractswithandactsinconjunctionwithothercognitiveprocesses.Mo
tivatingisthemanagementprocessofinfluencingbehaviourbasedontheknowledgeof
whatmakepeopletick.Motivationandmotivatingbothdealwiththerangeofconscioush
umanbehavioursomewherebetweentwoextremes:
• Reflexactionssuchasasneezeorflutteroftheeyelids:and
• Learnedhabitssuchasbrushingone’steethorhandwritingstyle(WallaceandSzil
ag1982:53).
Luthans(1998)assertsthatmotivationistheprocessthatarouses,energizes,directs,a
ndsustainsbehaviourandperformance.Thatis,itistheprocessofstimulatingpeoplet
o actionandtoachieveadesiredtask. Newway of
stimulatingpeopleistoemployeffectivemotivationwhichmakesworkersmoresatis
fiedwithandcommittedtotheirjobs.Moneyis
nottheonlymotivator.Thereareotherincentiveswhichcanalsoserveasmotivators.
Specificemployeeattitudesrelatingtojobsatisfactionandorganizationalcommitm
entareofmajorinteresttothefieldoforganizationalbehaviourandthepracticeofhum
anresourcesmanagement.Attitudehasdirectimpactonjobsatisfaction.Organizatio
nalcommitmentontheotherhand,focusesontheirattitudestowardstheentireorgani
zation.Althoughastrongrelationshipbetweensatisfactionandcommitmenthasbee
nfound,morerecentresearchgivemoresupporttotheideathatcommitmentcausessa
tisfaction.However,motstudiestreatsatisfactionandcommitmentdifferently,espe
ciallyinlightofthingslikedownsizingthatarepartofmodernorganizations.
3.1 LITERATUREREVIEW

Alongwithperception,personality,attitudes,andlearning,motivationisaveryimportan
tpartofunderstandingbehaviour.Luthans(1998)assertsthatmotivationshouldnotbeth
oughtofastheonlyexplanationofbehaviour,sinceitinteractswithandactsinconjunctio
nwithothermediatingprocessesandwiththeenvironment.Luthanstressthat,liketheoth
ercognitiveprocess,motivationcannotbeseen.Allthatcanbeseenisbehaviour,andthiss
houldnotbeequatedwithcausesofbehaviour.whilerecognizingthecentralrolelfmotiv
ation,Evans(1998)statesthatmanyrecenttheoriesoforganizationalbehabiourfinditim
portantforthefieldtore-
cmphasizebehaviour.Definitionsofmotivationabound.Onethingthesedefinitionshav
eincommonistheinclusionofwordssuch as
“desere”,”want”,”wishes“,”aim”,”goals”,”needs”,and”incentives”.
Luthan(1998)definesmotivationas,“aprocessthatstartswithaphysiologicaldeficienc
yorneedthatactivatesabehaviouroradrivethatisaimedatagoalincentives”.Therefore,t
hekeytounderstandingtheprocessofmotivationliesinthe
meaningof,andrelationshipanong,needs,drives,andincentives.Relativetothis,Minne
r,Ebrahimi,andwatchel,
(1995)atatethatinasystemsense,motivationconsistsofthesethreeinteractingandinter
dependentelements,i.e.,needs,drives,andincentives.

Managersandmanagementresearchershaveliogbelievethatbelievethatorgan
izationalgoalsareunattainablewithouttheenduringcommitmentofmembersoftheorga
nizations.Motivationisa
humanpsychologicalcharacteristicthatconteibutestoapersonsdegreeof
commitment(stoke,1999).Itincludesthefactorsthatcause,channel,andsustainhuman
behaviourinaparticularcommitteddirection.Stoke,inadeyemo(1999)goes
ontosaythattherearebasicassumptionsofmotibationpracticesbymanagerswhichmust
beunderstood.First,thatmotivationiscommonly.Second,motivationisoneofseveralfa
ctorsthatgointoapersonsperformance(e.g.,asalebrarian).factorssuchasability,resour
ces,andconditionsunderwhichoneperformsarealsoimportant.Third,managersandres
earchersalikeassumethatmotivationisinshortsupplyandinneedofperiodicreplenishm
ent.fourth,motivationisatoolwithwhichmanagerscanuseinorganizations.Ifmanagers
knowwhatdrivesthepeopleworkerstoperformbyfulfillingorappealingtotheirneeds.T
oOlajide(2000),”itisgoal-
directed,andthereforecannotbeoutsidethegoalsofanyorganizationwhetherpublic,pri
vate,ornon-profit”.

StrategiesofMotivatingWorkers

BernardinStoner,etal.
(1995)accordsdyerecognitiontotheworkerssayingthat,”theultimatetestoforganizati
onalsuccessisitstocreatevaluessufficienttocompensatefortheburdensimposeduponr
esourcescontributed.”Bernardlooksatworkers,inparticularlibrations,inanorganized
endeavor,puttingintimeeraoftheinformationsuperhighway,employersofinformation
professionalsorlibrariansmustbecarefultomeettheirneeds.Otherwise,theywolldisco
vertheyarelosingtheirtalentedandcreativeprofessionalstoother
organizationswhoarereadyandwilling t meet
theirneedsanddemands.thequestionhereiswhatstrategiescanusedtomotivateinforma
tionprofessionals,particularlylibrations?Thefollowingarestrategies:

salary,wagesandconditionsofservice:Tousesalariesasamotivatoreffectively,person
nelmanagersmustconsiderfourmajorcomponentsof
asalarystructures.Thesearethejobrate,whichrelatestotheimportancetheprganization
attachestoeachjob;payment,whichencouragesworkersorgroupsbyrewardingthemac
cordingtotheierperfoemancepersonalorspecial
allowances,associatedwithfactorssuchasscarcityofparticularskillsorvertaincategori
esofinformationprofessionalsorlibrarians,orItisalsoimportanttoensurethattheprevai
lingpayinotherlibraryorinformationestablishmentsistakenintoconsiderationindeter
miningthepaystructureoftheirorganization.

money:Akintoye(2000)assertsthatmoneytemainsthemostsignificantmotivationalstr
ategy.Asfarbackas1911.FrederickTaylorandhisscientificmanagementassociatedesc
ribedmoneyasthemostimportantfactorsinmotivatingtheindustrialworkerstoachieve
greaterproductivity.Tayloradvocatedtheestablishmentofinventivewagesystemsasa
meansofstimulatingworkers
tohigherperformance,commitment,andeventuallysatisfaction.Moneypossessessigni
ficantmotivatingpowerinasmuchasitsymbolizersintangiblegoalslikesecurity,power
prestige,andafeelingofaccomplishmentandsuccess.Katz,inSinclair,etal.
(2005)demonstratesthemotivationalpowerofmoneythroughtheprocessofjobchoice.
Heexplainsthatmoneyhasthepowertoattract,retain,andmotivateindividualstowardsh
igherperformance.Forinstance,ifalibrarianorinformationprofessionalhasanotherjob
offerwhichhasidenticaljobcharacteristicswithhiscurrentjob,butgreaterfinancialrew
ard,thatwarderwouldinallprobabilitybemotivatedtoacceptthenewjoboffer.Banjoko(
1996)statesthatmanymanagersusemoneytorewardorpunishworkers.Thisisdonethro
ughthe(e.g.,prematureretirement
duetopoorperformance).Thedesiretobepromotedandearnenhancedpaymayalsomoti
vateemployees.

staffTraining:Nomatterhowautomatedanorganizationoralibrarymaybe,highproduct
ivitydependsonthelevelofmotivationandtheeffectivenessoftheworkforce.Stafftraini
ngisindispensableisanindespensablestrategyformotivatingworkere.Thelibraryorga
nizationmusthavegoodtrainingprogramme.This will give the librarianor
information professional
opportunitiesforself-
improvementanddevelopmenttomeetthechallengesandrequirementsofnewequipme
ntandtechniquesofperformingatask

InformationAvailabilityandCommunication:Onewaymanagerscanstimulatemoriva
tionistogiverelevantinformationontheconsequencesoftheiractiononothers(Olajide,
2000).Tothisresearcheritseemsthatthereisnoknownorganizationinwhichcommunic
ate,cooperate,andcollaboratewithoneanother.Informationavailabilitybringstobeara
powerfulpeerpressure,wheretwoormorepeoplerunningtogetherwillrunners.Byshari
nginformation,subordinatescompetewithoneanother.
Studiesonworkmotivationseemtoconfirmthatitimprovesworkers’p
erformanceandsatisfaction.Forexample,BrownandShepherd(1997)examinethechar
ecreristicsoftheworkofteacher-
librariansinfourmmajorcategories:Knowledgebase,technical
skills,values,andbeliefs.Hereportsthattheywillsucceedinmeetingthischallengeonlyi
ftheyaremotivatedbydeeply-
heldvaluesandbeliefsregardingthedevelopmentofasharedvision.vinokur,jayarantne
,andChess(1994)examineagency-
influencedworkandemploymentconditions,andassestheirimpactonsocialworkers’jo
bsatisfaction.WhileColvin(1998)showsthatfinancialincentiveswillgetpeopletodom
oreofwhattheyaredoing,Silverthorne(1996)investigatesmotivationandmanagerialst
ylesintheprivateandpublicsector.Theresultsindicatethatthereisalittledifferencebetw
eenthemotivationneedsofpublicandprivatesectoremployees,managers,andnon-
managers.

Jobsatisfaction

LockeandLuthan(1976)giveacomprehensivedefinitionofjobsatisfactionaspleasurab
leorpositiveemotionalstateresultingfromtheapparaisalofonesjob
orjobexpereience.jobsatisfactionisaresultofemployee’sperceptionofhowwelltheirjo
bprovidesthosethingsthatareverwedasimportant.Accordingto(MitchellandLasan,1
987),itisgenerallyrecognezedintheorganizationalbehaviourfieldthatjobsatisfactiont
herearethreeimportantdemensionstojobsatisfaction

*Jobsatisfactionisanemotionalresponsetoajobsituation.Assuchitcannotbeseen,itcan
only be inferred.
*jobsatisfactionisoftendeterminedbyhowwelloutcomemeetorexceedexpectation.F
orinstance,iforganizationparticipantsfeelthattheyareworkingmuchharderthanothers
inthedepartmentbutarereceivingfewerrewardstheywillprobablyhaveanegativeattitu
destowardsthework,thebossandorcoworkers.Ontheotherhand,iftheyfeeltheyarebei
ngtreatedverywellandarebeingpaidequitably,theyarelikelytohavepositiveattitudest
owardsthejob.
*jobsatisfactionrepresentsseveralrelatedattitudeswhicharemostimportantcharacteri
sticsofajobaboutwhichpeoplehaveeffectiveresponse.ThesetoLuthansare:theword
itself,pay,promotionopportunities,supervisionandcoworkers.

jobsatisfactionofthelibraiannaturallydependsontheeconomically,socialandculturalc
onditionsinagivencountry(Ebru,1995).Alibrarianwhocangetasufficientwagewillbe
facedwiththeproblemofmaintaininghisorherfamily’slife.Thisproblemputsthelibrari
anfarfrombeingsarisfied.Especiallythesocialfacilities(transportationservices,andco
nsumercooperarives-
cashboxes)aresufficientbecauseoftheeconomecconditions.Lowwagesaddlackofstat
usandsocialsecurityaffectmotivation.jobsatisfactioncannotbetalkofwherethereisabs
enceofmotivation.jobsatisfactionofthelibrarianwhohasanimportantplaceintheinfor
mationsocietywillaffectthequalityoftheserviceherenders.Inthisrespect,thequestion
ofhawthematerialandmoralelementaffectthejobsatisfactionofthelibrariansgainsimp
ortance(Ebru,1995).
jobsatisfactionissoimportantinthatitsabsenceoftenleadstolethargyandreducedorgan
izationalcommitment(Levinson,1997,Moser,1997).Lackofjobsatisfactionisapredic
torofquittingajob(Alexander,LitchtensteinandHellmann,1997;jamal,1997).Someti
mesworkersmayquitfrompublictotheprivatesectorandviceversa.Atthe othertimes
the movement
isfromoneprofessiontoanotherthatisconsideredagreenerpasture.Thislateriscommon
incountriesgrapplignwithdwindlingeconomyanditsconcomitantsuchaspoorconditi
onsofserviceandlatepaymentofsalaries(Nwagwu,1997
Otherresearchers(e.g.MacDonald,1996;O’Toole,1980)argueinfavourofthec
ontrolofjobsatisfactionbyfactorsintrinsictotheworkers.Theirargumentsarebasedont
heideathatworkersdeliberatelydecidetofindsatisfactionintheirjobsandperceivethem
asworthwhile.

OrganizationalCommitment

Awidevarietyofdefinitionsandmeasureoforganizationalcommitmentexist.Beekeri,
Randal,andRiegel(1995)definedtheterminathreedemensions:
1.astronsdesiretoremainamemberofaparticularorganization;
2.awillingnesstoexerthighlevelsofeffortsonbehalfoftheorganezation;
3.a definebeliefinandacceptabilityofthevaluesgoalsoftheorganization
ToNortheraftandNealr(1996),commitmentisanattitudereflectinganemploye
e’sloyaltytotheorganization,andanongoingprocessthroughwhichorganizationmem
bersexpresstheirconcernfortheorganizationanditscontinuedsuccessandwellbeing.

organizationcommitmentisdeterinedbyanumberoffactor,includingpersonalfactors(
e.g,age,tenurein the orgnization,disposition,internalorexternal
controlattributions);organizationalfactors(availabilitylfalternatives).Allthesethings
affectsubsequentcommitment(NorthcraftandNeale,1996).

Monday,porterandSteer(1982)seecommitmentasattachmentandloyalty.thes
eauthorsdescribethreecomponentsofcommitment;
• anidentificationwiththegoalsandvaluesoftheorganization;
• adesiretobelongtotheorganization;and
• awillingnesstodisplaydeportonbehalfoftheorganization.
Asimilardefinitionofcommitmentemphasizestheimportanceofbehaviorincreatingit.
Salancik(1977)conceivescommitmentasastateofbeinginwhichanindividualbecome
sboundbyhisactionsanditistheseactionsthatsustainhisactivitiesandinvolvement.Fro
mthisdefinition,itcanbeinferredthatthreefeaturesofbehaviourareimportantinbinding
individualstoact;visibilityofacts,theextenttowhichtheoutcomesareirrevocable;andt
hedegreetowhichthepersonundertakestheactionvoluntarily.ToSalanciktherefore,co
mmitmentcanbeincreasedandharnessedtoobtain
Basedonthemultidimensionalnatureoforganizationalcommitment,thereisgr
owingsupportforathree-
componentmodelproposedbyMeyerandAllen(1991).Allthreecomponentshaveimpli
cationsforthecontinuingparticipationoftheindividualintheorganization.Thethreeco
mponentsare:

Affectivecommitment:Psychologicalattachmenttoorganization.ContinuanvceCom
mitment:Costsassociatedwithleavingtheorganization.Normative
Commitment :Perceived obligation to remain with
theorganization.
thefollowingresearchquestionsweredevelopedtoguidethestudy.
1.Whatistherelationshipbetweenworkmotivation,jobsatisfaction?
2.willtherebedifferenceinthecommitmentoflibrarypersonnelbasedontheiryearsofex
perience?
3.2 DATACOLLECTION

• Primarydata
• Secondarydata
Primary data
Itwascollectedthroughquestionnairepreparedcontainsrelevantquestionsthatareboth
closeendedandopened.Individualandgroupinterviewsalsoundertakenwithdifferenc
econsumers,
I
havecollectedmainlythePrimaryDataformystudybyutilizingthequestionnaireandint
erviewmethods.

Secondarydata
ThesedataarecollectedfrompublishedsourcessuchasMagazines,NEWSpapers,sever
albooks,andalsofromthehelpofwebsite
www.hdfcsl.com

(A)Samplingplanofthestudy:Sampl
esize:
Samplesizereferstonumberofelementstobeincludedinthestudyseveralqualitativefac
torsshouldalsobetakenintoconsiderationwhendeterminingthesamplesize.Theseincl
udethenatureofresearch,numberofvariable,andnatureofanalysis,samplesizeusedinsi
milarstudiesincidencerates,completionrates,andresourcesconstraints.
Duringtheprocessofthestudy,surveyhasbeenconductedon100retailers.
Samplingmethod:
Theresearcherhadchoicebetweenprobabilityandnonprobabilitysamplingmet
hods.Inthisstudyasimplenonprobabilitymethodnamelyconveniencesamplingwasad
opted.
FormystudyIhaveselectedNon-
probabilitymethodinwhichIselectedconvincingsamplingmethod.

(B)FIELDWORK:
Surveywasdoneincadbury
Thedatawascollectedoveraperiodof45dayswithinusingwellstructuredquestionnaire
.Therespondentswerecontactedattheirrespectiveretailoutletsinvariouspartsofthecit
y.
Editing:
Editingistheprocessofexaminingerrorswhenthereissomeinconsistencyintherespons
esasenteredinthequestionnaireorwhereitcontainspartialorvagueanswers.
Coding:
Codingisnecessarytocarryoutthesubsequentoperationsoftabulatingandanalyzingdat
a.Ifcodingisnotdone,itwillnotbepossibletoreducealargenumberofheterogeneousres
ponsesintomeaningfulcategorieswiththeresultthattheanalysisofdatawouldbeweaka
ndineffectiveandwithoutproperfocus.
Tabulation:
Tabulationcomprisessortingofthedataintodifferentcategoriesandcountingthenumbe
rofcasesthatbelongtocategorythesimplestwaytotabulateistocountthenumberofrespo
nsestoonequestion.Thisiscalleduniveriatetabulation.Wheretwoormorevariablesarei
nvolvedintabulation,itiscalledbivariateormultivariatetabulation.Inmarketingresear
chprojectsandgenerallybothtypesoftabulationareused.
3.3 PARAMETERUSED
ForgradingtheresponsesLikertscalewasusedandfiveresponsesweregiventhenumeri
calgradesinthefollowingway.
RESPONSES GRADESGIVEN
SA=stronglyagree 5
A=agree 4
NO=noopinion 3
DA= disagree 2
SDA=stronglydisagree 2

Tabularrepresentationoffeedback

Questi Noofre Noofre Noofre Noofre Noofre ScoreObtai

onn sponses sponses sponses sponses sponses nedoutof1
o. asSA asA asNo asDA asSDA 25
1 5 20 60
2 25 100
3 5 5 15 45
4 5 20 62
5 14 1 10 79
6 10 15 70
7 25 125
8 10 15 110
9 15 10 74
10 24 1 124
11 13 12 76
TOTA 59 108 1 92 15 925
L
Followingparameterwasusedtodecidethelevelofmotivation.

Scoregainedonlikertscale Levelofmotivation
Below50% Pathetic
Between50-70% Poor
Between70-90% Good
Above90% Average

OnthebasisoftheabovescalesandparametersitisfoundthatinCadburythelevelofmotiv
ationislyingintherangeofpoor.

Forfindingthefactorsbehindthisunexpectedresultanothersurveywasdoneintheformo
finterviewstoknowtheviewofmanagementabouttheaboveandtheresponsesweregath
eredduringtheformaldiscussion.