Acknowledgements

Through this acknowledgement I express my sincere gratitude towards all those people who
helped
me in this project, which has been a learning experience.
This space wouldn’t be enough to extend my warm gratitude towards my project guide
Deepali bansal for her efforts in coordinating with my work and guiding in right direction.
I escalate a heartfelt regards to our Institution Director Upendra tyagi for giving me the
essential hand in concluding this work.
It would be injustice to proceed without acknowledging those vital supports I received from my
beloved classmates and friends, without whom I would have been half done.
I also use this space to offer my sincere love to my parents and all others who had been there,
helping me walk through this work.

Anjula mittal

CONTENTS
SR.NO CONTEXT PAGE NO.
1 Declaration 2

2 Acknowledgement 3

3 Introduction of Topic( 5-14

includes meaning,
advantages & disadvantages,
etc)
4 Research & Development( 15
 explain the data collection
method)
5 Objectives of research 16

6 Conclusion 17

7 Questionnaire 18

TOPIC:
THE EFFECT OF MOTIVATIONAL TOOLS ON EMPLOYEES MORALE
IN AN ORGANIZATION.
MOTIVATION DEFINED:
According to Mathis, R.L and Jackson, J. H. (2006) Motivation is the desire within a person
causing that person to act according to them, people usually act for one reason to reach a goal.
Thus motivation is a goal directed, driven and as such, it seldom occurs in a void.

Weihrich, H and Kointz, H. (2005) defined motivation as a general term applying to the entire
class of drive, desires, needs, wishes and similar forces. They are of the view that, says that
manager motivate their subordinate do to say that they do things which they hope will satisfy
these drives and induce the subordinate to act in a desired manner.

Cole, R. E (1995) also defined motivation as the term used to describe those processes, both
instinctive and rational, by which people seek to satisfy the basic drives, perceived needs and
personal goals, which trigger human behaviour.
Nwachukwu C. C. (2006) defined motivation as that energizing force that induces, compels, and
maintain behaviour. Human behaviour is motivated and goal directed.
Although, all the definitions above have given a true picture of what motivation entails, but the
most preferred definition from the researcher perspective is the one given below because of it
more comprehensive components.

The researcher therefore will define motivation as a complex force, drives, tension, state or other
mechanism that initiates and maintains voluntary activities, directed towards the achievement of
goals.

THEORIES OF MOTIVATION :
Mathis, and Jackson, (2006) posits that the two most discussed groups of theories are content and
process theories.
i. CONTENT THEORIES OF MOTIVATION :
Are theories that focus on the needs, drive or triggers of human behavious in a work place.
Examples are:
a. Abraham Maslow’s Hierarchy of needs theory
b. Douglas McGregor – Theory X and theory Y
c. Herzberg Motivation – Hygiene theory
d. Mc Celland’s need theory

ii. PROCESS THEORIES OF MOTIVATION:

Are those that try to explain and describe the process of how behaviour is energized, directed,
sustained and finally stopped, that is how motivation occur. Examples are:
a. Expectancy theory
b. Equity theory
c. Re-enforcement theory
d. Attribution theory
e. Theory Z – The Japanese Approach

i. CONTENT THEORIES OF MOTIVATION :

 a. ABRAHAM MASLOW’S HIERARCHY OF NEEDS THEORY :
One of the major and most widely recognized theories of motivation is the hierarchy of needs
theory propounded by Abraham Maslow. Maslow’s studies into human motivation lead him to
propose a theory of needs based on a hierarchical model with basic needs at bottom and higher
needs at the top. This theory made a considerable influence on developments in management
theory during the 1950s/60s due partly to the simplicity of the model and partly to the
identification f higher level needs.
The starting point of Maslow’s hierarchy theory, first published in 1954, is that most people are
motivated by the desire to satisfy specific groups of needs.
These needs are as follows:
1. Physiological Needs: This group needs include such things as food, water, clothing,
shelter, sleep and sexual satisfaction. These are basic survival needs. These needs can be
satisfied with money. A man who is starting life needs money to obtain shelter, buying
food and clothing. His major pre-occupation will be to ensure that these basic needs are
substantially satisfied.
2. Safety Needs: Here, Maslow is referring to safety of lives and properties; the needs to be
free from physical danger and the fear of losing job, property, food, clothing and shelter.
He posits that once this safety needs are satisfied minimally, it ceases to motivate and
another level of motivation comes in.
3. Belonging and love needs: The gratification of the physiological and safety needs will
give rise to the emergence of the need for affection and belongingness since human are
social being they need to belong and to be accepted by others.
4. Esteem Needs: Once people begin to satisfy their needs to belong, they tend to want to
be held in esteem both by themselves and by others. This kind of need produces such
satisfaction as power, prestige, status and self confidence.
5. Self – Actualization: Maslow regards this need as the highest need on the hierarchy.
They refer to man’s desire for self-fulfillment. It is the desire to become what one is
capable of becoming to maximize one’s potential and to accomplish something.

b. Douglas McGregor – Theory X and theory Y

Theory X:
Theory X managers tend to take a pessimistic view of their people, and assume that they are
naturally unmotivated and dislike work. As a result, they think that team members need to be
prompted, rewarded or punished constantly to make sure that they complete their tasks.

Work in organizations that are managed like this can be repetitive, and people are often
motivated with a "carrot and stick" approach. Performance appraisals and remuneration are
usually based on tangible results, such as sales figures or product output, and are used to control
staff and "keep tabs" on them.

This style of management assumes that workers:

 Dislike their work.

 Avoid responsibility and need constant direction.
 Have to be controlled, forced and threatened to deliver work.

Theory Y:
Theory Y managers have an optimistic, positive opinion of their people, and they use a
decentralized, participative management style. This encourages a more collaborative , trust-based
relationship between managers and their team members.
People have greater responsibility, and managers encourage them to develop their skills and
suggest improvements. Appraisals are regular but, unlike in Theory X organizations, they are
used to encourage open communication rather than control staff.

Theory Y organizations also give employees frequent opportunities for promotion.

This style of management assumes that workers are:

 Happy to work on their own initiative.

 More involved in decision making.
 Self-motivated to complete their tasks.
 Enjoy taking ownership of their work.
 C. Herzberg Motivation – Hygiene theory
The two-factor theory (also known as Herzberg's motivation-hygiene theory and dual-factor
theory) states that there are certain factors in the workplace that cause job satisfaction while a
separate set of factors cause dissatisfaction, all of which act independently of each other. It was
developed by psychologist Frederick Herzberg.
Two-factor theory distinguishes between:
Motivators (e.g. challenging work, recognition for one's achievement, responsibility, opportunity
to do something meaningful, involvement in decision making, sense of importance to an
organization) that give positive satisfaction, arising from intrinsic conditions of the job itself,
such as recognition, achievement, or personal growth.
Hygiene factors (e.g. status, job security, salary, fringe benefits, work conditions, good pay, paid
insurance, vacations) that do not give positive satisfaction or lead to higher motivation, though
dissatisfaction results from their absence. The term "hygiene" is used in the sense that these are
maintenance factors. These are extrinsic to the work itself, and include aspects such as company
policies, supervisory practices, or wages/salary. Herzberg often referred to hygiene factors as
"KITA" factors, which is an acronym for "kick in the ass", the process of providing incentives or
threat of punishment to make someone do something.

According to the Two-Factor Theory, there are four possible combinations:

 High Hygiene + High Motivation: The ideal situation where employees are highly
motivated and have few complaints.
 High Hygiene + Low Motivation: Employees have few complaints but are not highly
motivated. The job is viewed as a paycheck.
 Low Hygiene + High Motivation: Employees are motivated but have a lot of complaints.
A situation where the job is exciting and challenging but salaries and work conditions are
not up to par.
 Low Hygiene + Low Motivation: This is the worst situation where employees are not
motivated and have many complaints.

d. Mc Celland’s need theory:

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

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

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

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

ii. PROCESS THEORIES OF MOTIVATION;

a. Expectancy theory:
Expectancy theory (16/9) (or expectancy theory of motivation) proposes that an individual will
behave or act in a certain way because they are motivated to select a specific behavior over
others due to what they expect the result of that selected behavior will be. In essence, the
motivation of the behavior selection is determined by the desirability of the outcome. However,
at the core of the theory is the cognitive process of how an individual processes the different
motivational elements. This is done before making the ultimate choice. The outcome is not the
sole determining factor in making the decision of how to behave.

Expectancy theory is about the mental processes regarding choice, or choosing. It explains the
processes that an individual undergoes to make choices. In the study of organizational behavior,
expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of
Management.

"This theory emphasizes the needs for organizations to relate rewards directly to performance
and to ensure that the rewards provided are those rewards deserved and wanted by the recipients.

b. Equity theory:
Equity theory focuses on determining whether the distribution of resources is fair to both
relational partners. Equity is measured by comparing the ratio of contributions (or costs) and
benefits (or rewards) for each person.Considered one of the justice theories, equity theory was
first developed in the 1960s by J. Stacy Adams, a workplace and behavioral psychologist, who
asserted that employees seek to maintain equity between the inputs that they bring to a job and
the outcomes that they receive from it against the perceived inputs and outcomes of others
(Adams, 1963). According to Equity Theory, in order to maximize individuals' rewards, we tend
to create systems where resources can be fairly divided amongst members of a group.
Inequalities in relationships will cause those within it to be unhappy to a degree proportional to
the amount of inequality. The belief is that people value fair treatment which causes them to be
motivated to keep the fairness maintained within the relationships of their co-workers and the
organization. The structure of equity in the workplace is based on the ratio of inputs to outcomes.
Inputs are the contributions made by the employee for the organization.

c. Re-enforcement theory:
Reinforcement theory is the process of shaping behavior by controlling the consequences of the
behavior. In reinforcement theory a combination of rewards and/or punishments is used to
reinforce desired behavior or extinguish unwanted behavior. Any behavior that elicits a
consequence is called operant behavior, because the individual operates on his or her
environment. Reinforcement theory concentrates on the relationship between the operant
behavior and the associated consequences, and is sometimes referred to as operant conditioning.
 D. Attribution theory:
motivational theory looking at how the average person constructs the meaning of an event based
on his /her motives to find a cause and his/her knowledge of the environment.

Att. Theory basically looks at how people make sense of their world; what cause and
effect inferences they make about the behaviors of others and of themselves. Heider states that
there is a strong need in individuals to understand transient events by attributing them to the
actor's disposition or to stable characteristics of the environment.

The purpose behind making attributions is to achieve COGNITIVE CONTROL over one's
environment by explaining and understanding the causes behind behaviors and environmental
occurrences.

Making attributions gives order and predictability to our lives; helps us to cope. Imagine what it
would be like if you felt that you had no control over the world. (talk about later)

When you make attributions you analyze the situation by making inferences (going beyond the
information given) about the dispositions of others and yourself as well as inferences about the
environment and how it may be causing a person to behave.

Two basic kinds of attributions made: INTERNAL and EXTERNAL:

 INTERNAL - dispositional

 EXTERNAL – situational

e. Theory Z – The Japanese Approach:

Theory Z of Ouchi is Dr. William Ouchi's so-called "Japanese Management" style popularized
during the Asian economic boom of the 1980s.
For Ouchi, 'Theory Z' focused on increasing employee loyalty to the company by providing a job
for life with a strong focus on the well-being of the employee, both on and off the job. According
to Ouchi, Theory Z management tends to promote stable employment, high productivity, and
high employee morale and satisfaction.

"Japanese Management" and Theory Z itself were based on Dr. W. Edwards Deming's famous
"14 points"[citation needed]. Deming, an American scholar whose management and motivation
theories were more popular outside the United States, helped lay the foundation of Japanese
organizational development during their expansion in the world economy in the 1980s. Deming's
theories are summarized in his two books, Out of the Crisis and The New Economics, in which
he spells out his "System of Profound Knowledge". He was a frequent advisor to Japanese
business and government leaders, and eventually became a revered counselor. Deming was
awarded the Second Order of the Sacred Treasures by the former Emperor Hirohito, and
American businesses tried to use his "Japanese" approach to improve their competitive position.

Advantages of Motivation in an Organization:

 Employees work with better interest and responsibility.

 Motivated employees are an asset to the organization.

 The organization works smoothly and efficiently as there is co-operation to management

Disadvantages of Motivation in an Organization;

 Unmotivated employees do not take an interest in their organization.

 They include in spreading 'rumors'.

 There is no co-operation from unmotivated employees.

 The threats of strikes, demonstrations, etc. creates problems for the

management

Data collection method:

The study is based on primary data and secondary data

 1. Primary data sources:

A printed questionnaire used for collecting information on the employees. It consists of a number
of questions preapared in a definite order on a set of forms filled by the respondents themselves.

2. Secondary Sources:
Secondary data is the data that collect from the historical/existing sources of data as Text books,
articles, research reports, websites.

Objective of research:
 The purpose of motivation is to create condition in which people are willing to work with
zeal, 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 achieve a desire rate of production.

Conclusion:
Having studied this course you should be able to discuss what is meant by the term ‘motivation’
and the situational and trait-centred views of motivation. You have examined two of the theories
of motivation to develop your understanding more deeply.
The main learning points for this course are:
 People will be motivated by a range of factors and these are different for everyone.
 Personality and the environment both need to be considered when motivating people.
 Need achievement theory explains why high achievers choose difficult or challenging
tasks and why low achievers choose easier tasks at which they are less likely to fail.
 Attribution theory shows that what we attribute our success or failure to will have an
effect on our motivation.

Questionnaire:
1. In general, how motivated do you feel at work?
2. How stimulating do you find day to day tasks?
3. How inspired do you feel by your work goals?
4. How well do you think you’re growing in your role?
5. How happy do you feel coming to work?
6. How much do you feel you’re contributing to the success of the company?
7. How well do you feel your work is recognized by your manager?
8. How would you rate your overall job satisfaction?
9. How likely would you be to recommend a job here to a friend?
10. How secure do you feel in your job?