Motivational Survey in Thread Manufacturing Company

“ You can buy a man’s time, you can buy a measured man’s physical presence at a given place, you can even buy a measured number of skilled muscular motions per hour a day; but you cannot buy enthusiasm. You cannot buy initiative; you cannot buy loyalty; you cannot buy devotion of hearts, minds and souls. You have to earn these things” Clarence Francis

Chairman, General Foods Performance results from the interaction of physical, financial and human resources. The level of performance of an employee is the function of his abilities and motivation. The first determines what he can do; the second determines what he will do. Where there is a strong positive motivation, the employee’s output increases, but where it is negative or a weak positive motivation his output decreases. The task of the management is to arrange organizational conditions and methods of operation so that people can achieve their own goals best by directing their efforts toward organizational objectives. The individual and organizational goals can be achieved through stimulating workers towards productive performance – called as Motivational process.

What is Motivation? The word motivation means any need, emotion or motive that prompts a man into action. Whatever be the behavior of a person, there is some force behind it. This force depends upon the motive of the person concerned. Motive can be known by studying the various factors that affects the organizational climate. The management should try to understand the motives of the individuals, which causes different type of the behavior at different point of time.

Motivated employees are the biggest assets of the organization. No matter how much technology and equipment an organization has, these things cannot be fully utilized until people working on them are well motivated. Motivation is an effective instrument in the hand of the management for inspiring the workforce and creating a confidence in it. By motivating workforce, management creates “will to work” which is necessary for the achievement of the organizational goals.

Hypothesis The study was conducted based on the hypothesis that the dominant motivation level in the organization is Achievement and Back up motivation level is Expert. Motivational Survey in the organization The company had conducted the survey to assess the prevailing motivational level of its employees and to identify the areas which need special attention to motivate employees. About the Study A survey was taken in the nylon and polyester thread manufacturing unit having the employees strength of around 500 using Udai Pareek’s instrument “Motivational Organizational Assessment (Climate) to assess the motivational level of the organization and the departments. with a sense of responsibility. Supervisor’s Role in Motivation Supervisor’s have the responsibility to assess the motives and need of the employees to decide how best these could be fulfilled. divisions and departments within the organization. loyalty and discipline so that the goals of an organization are achieved effectively and efficiently.Objective of Motivation The purpose of motivation is to create the conditions in which people are willing to work with zeal. The focus of instrument was on overall organization climate or of individual units. Use of Motivational Survey The motivation survey was conducted for the following purpose: . initiative and interest. Management may motivate employees by its attitude and personal practices that help employees to satisfy their needs especially social and recognition needs and felling of participation in group efforts.

6. 3. a desired to make people to do what one thinks to be right. Six motives in organization climate 1. 3. productivity and morale of the employees. to be informed and to control the whole show. friendly relationship. setting of competitive goals. each of which had six statements. Control: This motive is concerned with a desire to be in centre. Orientation 2. to look at the superior for help in crises. the individual ranks each statement in each category from six (most like the situation in your organization or department) to one (least like the situation in your organization or department). Expert: This motive is characterized by a concern for making an impact on others. 2. interest in subordinate’s development. The lower score in any dimension indicate the area of the concern for the management. 4. Different departments within the organization can be compared on the different dimensions of organizational climate. Dependency: This motive is concerned with the desire to develop oneself with the help of others. Supervision . To help in improving the efficiency. Affiliation: This motive is concerned with developing and maintaining close interpersonal. 12 Dimensions of Organizational Climate 1. informal. representing one to six motives. Interpersonal Relationship 3. The questionnaire was used as data collection instrument to analyze the motivational climate of the organization that in turn reflected in the behavior of the employees. 5. The instrument measured 12 dimensions of organizational climate and six dimensions of motivation. 2.1. a fire to change as and when required and to develop people. awareness of barriers that might be encountered. It included 12 categories. Achievement: This motive is characterized by the drive for excellence to achieve in relation to standards set by others or by oneself. Extension: This motive is characterized by concern for others.

85 . Decision Making 9.Innovation and change The forms were circulated to around 100 employees (staff level) and in return around 72 forms were received duly filled and 3 forms were rejected.72 column where S= Average of each vertical Once the index was calculated.Risk Taking 12. The index number of each motive was calculated using the formula: Index= (s-12)*1. the dominant and back up motive was identified for each dimension of organizational climate. The score of each form was transferred into the matrix and each vertical column was added to calculate the total score of each motive that must be between 12 to 72 and averaged. Problem Management 5. The result of the survey was: Motives Achievement Benchmark 100. Trust 10. Communication 8.20 Result( in terms of Index) 49.4. The score of all the forms was transferred into the matrix and index value was calculated company-wide to assess the dominant and back up motives. Dominant motive was the highest number assigned to the particular dimension and back up was the second highest number. Management of Mistakes 6.Management of Rewards 11. Conflict Management 7.

Business like relationship among employees.18) and Expert (50. Right type of information as and when required. empowerment. 4.28 20. Empowering employees.94) motive as dominant and back up motive respectively against the hypothesis taken in the beginning of the study. Developing employees to accept challenges. In this fast changing business scenario where every organization is talking about quality. The survey result reflects the following attitude of the superior and the subordinates in the organisation: S.42 The result of the survey was that organization had Dependency (60. 2.87 50. No.94 43. . top management and No risk taking communicated downward Issue instructions and Loyalty is rewarded expect them to be carried out The management needs to take the measures to develop the achievement motive as the dominant motive in the organization because dependency motive may not be proved effective in today’s business environment. 1 2 3 4 Superior Wants to be self-centered Subordinate Mainly concern with established rules and regulations Expects subordinates ask Strong informal relationship with superior for instructions and suggestion Decisions are made at the Tendency to refer problems to the superior.04 0 50. 3.12 40.Expert Extension Control Dependency Affiliation 80.18 45.16 60.34 60. Rewarding excellence in performance and accomplishment of tasks. optimum utilization of resources the emphasis need to be change to achievement motive through: 1. 5.

An employee with the achievement orientation factor is always liked by the organization as it encourages to perform the best all the time and in all the situations. .

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