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SUMMER INTERNSHIP PROJECT ON

EMPLOYEE MOTIVATION AT MEXUS EDUCATION

PREPARED BY: NISHA KIDECHA ROLL NO (16) PGDM (2ND SEM), 2010-12

UNDER THE GUIDANCE OF: MR. KEDAR SHUKLA

G.I.D.C ROFEL BUSINESS SCHOOL VAPI

DECLARATION

I, Ms. Nisha Kidecha, hereby declare that the research paper entitled EMPLOYEE MOTIVATION OF MEXUS EDUCATION submitted to G.I.D.C ROFEL BUSINESS SCHOOL, VAPI Approved by All India Council For Technical Education, is a record of an original work done under the guidance of Mr. H.C.Panjikar and is not submitted to any other university or institution for any other purpose.

Ms. Nisha Kidecha(16) GRBS, Vapi.

ABOUT MOTIVATION
Workers in any organization need something to keep them working. Most times thesalary of the employee is enough to keep him or her working for an organization. However, sometimes just working for salary is not enough for employees to stay at an organization. An employee must be motivated to work for a company or organization. If no motivation is present in an employee, then that employee s quality of work or all work in general will deteriorate. When motivating an audience, you can use general motivational strategies or specific motivational appeals. General motivational strategies include soft sell versus hard sell and personality type. Soft sell strategies have logical appeals, emotional appeals, advice and praise. Hard sell strategies have barter, outnumbering, pressure and rank. Also, you can consider basing your strategy on your audience personality. Specific motivational appeals focus on provable facts, feelings, right and wrong, audience rewards and audiencethreats.

DEFINITION OF MOTIVATION
According to Scott, Motivation is a process of stimulating people to action to accomplish desired goals. Motivation is a process which starts with a psychological or physiological need that initiates behaviour that is aimed at achieving the goal.

DILEMMA S AND CHALLENGES FACING H.R MANAGERS IN THE 21ST CENTURY.


The current decade has brought a drastic change in our business and environment. In consequence H.R.managers are facing new challenges. A brief review of the external as well as the internal environmental factors, which have a direct bearing on H.R Management, is attempted below.

(A) EXTERNAL FACTORS:


The more important external factors can be classified into four categories viz Political, economical, social and technological.

 POLITICAL AND LEGAL:

There are a large number of labor acts which relate to aspects like working conditions, payment of wages, reservation of jobs for weaker sections, maternity leave etc. All these factors affect H.R activities such as recruitment, selection, placement, training, remuneration etc.
 ECONOMIC:

Some of the economic forces which have a bearing on H.R function are globalization, population growth, national and per capita income and markets.

The following economic factors are highly relevant to H.R activities: 1. 2. 3. 4. 5. 6. Demand and Supply of Human Resource. Improvement in the status of workers. Increasing diversity in culture, religion, languages, education and skills. Changes in the employment patterns of industrial labor. Composition of industrial employment. Growth of trade union.

 TECHNOLOGICAL:

Technological advancements have drastically affected the H.R function. Demand for educated and skilled workers has increased. Introduction of new technologies requires that H.R management train those that can be trained and rehabilitate those that cannot be trained Jobholders are becoming highly professionalized and knowledgeable.

 CULTURE:

The term culture refers to the complex whole which includes knowledge, beliefs, art, morale, laws, customs and host of other capabilities and habits acquired by an individual as a member of the society. When people with different cultural backgrounds own and manage an organization they tend to acquire a distinct culture. Thus we have a distinct culture of TATA group of companies, BIRLA group of companies etc. Culture influences H.R functions. Their cultural background s influence workers attitude towards work. Similarly work ethics are the result of culture only.

(B) INTERNAL FACTORS:


In addition to the external factors, there are internal factors, which influence H.R activities. The main internal factors can be grouped under three heads namely, Unions Organizational culture Professional bodies. Every organization has its own culture and often there is a conflict between organizational culture and employee s attitude. Awareness of the various challenges facing H.R management enables the H.R experts to successfully tackle issues encountered in personnel problems.

IMPORTANCE
1. 2. 3. 4. Motivated employees are always looking for better ways to do a job. A motivated employee, generally, is more quality oriented. Highly motivated workers are more productive than apathetic workers. Motivated employees are stable.

DETERMINANTS OF MOTIVATION
Three types of forces generally influence human behaviour; 1. Force operating within the individual: Each person is different and a variety of items may prove to be motivating, depending upon the needs of the individual, the situation the individual is in and what rewards the individual expects for the work done. It is the duty of the manager to match individual needs and expectations to the type of rewards available in the job setting. 2. Force operating within the organization: Climate plays an important part in determining worker s motivation. The climate in an organization is determined by a number of variables such as its leadership style, autonomy enjoyed by members, growth prospects, emotional support form members, reward structure, etc. 3. Force operating in the environment: Culture, norms, customs, images and attributes accorded by society to particular jobs, professions and occupations and the worker s home life-all play a strong motivational role. An individual may prefer to do the job of an officer rather than serve as a college teacher. In other word factors such as social status and social acceptance play an important role in shaping the motivations of people.

MOTIVATION PROCESS

Unsatisfied need

Tension

Drives

Search Behavior

Satisfied needs

Reduction of tension

New unsatisfied needs

BASIC MOTIVATION CONCEPTS AND THEORIES:


There is a saying- YOU CAN TAKE A HORSE TO DRINK BUT YOU CANNOT MAKE HIM DRINK WATER .The problem with employees is similar. After the employee s are appointed, trained and remunerated they need to be motivated for better performance. The H.R experts are paying special attention to the subject of motivation. Studies undertaken by these experts reveal that employees if properly motivated can be encouraged to improve their performance in the work that they are doing. There are several theories of employee motivation.

MOTIVATION THEORIES:

1. Early Theories
y y

Scientific Management Human Relation Model

2. Contemporary Theories
y

Content Theories  Maslow s Need Hierarchy Theory  Alderfer s ERG Theory  McGregor's Theory X and Theory Y  Herberg's two-factor theory  McClelland s Achievement Motivation Theory Process Theories  Vroom s Expectancy Model  Adam s Equity Theory  Porter and Lawler s Performance Satisfaction Theory

 Maslow's Need Hierarchy


(1) A hierarchy of five basic needs

y y y y y

Physiological needs: hunger, thirst, shelter, sex, and other bodily needs Safety needs: security and protection from physical and emotional harm Social needs: affection, belongingness, love, acceptance, and friendship. Esteem needs: internal esteem (self-respect, autonomy, achievement), and external esteem (status, recognition, attention, power, and face) Needs for self-actualization: the drive to best realize one's potential, including potential in personal growth, achievements, and self-fulfillment.

Low-order needs: physiological and safety needs, they are satisfied externally (payment, unions)
High-order needs: social, esteem, and self-actualization needs, they are satisfied internally.

(2) Basic assumptions:

y A substantially satisfied need no longer motivates y It is the lowest level of ungratified need in the hierarchy that motivates behavior y As a lower level of need is met, a person moves up to the next level of needs as a source of motivation
(3) The socio-cultural construction of need hierarchy.

 Alderfer's ERG theory


(1). Three groups of core needs

y Existence needs: physiological and safety needs y Relatedness needs: the desire foe maintaining important interpersonal relationships: social needs, and y
the external components of the esteem needs Growth needs: an intrinsic desire for personal development: the intrinsic component of esteem, and selfactualization

(2). Basic assumptions:

y Satisfied low-order needs lead to the desire to satisfy higher-order needs. y Multiple needs can be operating as motivators at the same time. y Frustration in attempting to satisfy a higher-level need can result in regression to a lower need.

 McGregor's theory X and theory Y


Theory X: the assumption that employees dislike work, are lazy, dislike responsibility, and much be coerceded to perform.
Theory Y: the assumptions that employees like work, are creative, seek responsibilities, and can excise selfdirection.

y Theory X: assumes that lower-order needs motivate individual behavior. y Theory Y: assumes that higher-order needs motivate individual behavior.

 Herberg's two-factor theory


(1). Contrasting views of satisfaction and dissatisfaction

Traditional view: Satisfaction Dissatisfaction

Herzberg's view: Satisfaction No satisfaction No dissatisfaction Dissatisfaction

(2). Two factors

Motivation factors: the factors that lead to job satisfaction. They are mostly intrinsic factors such as achievement, recognition, work itself, responsibility, advancement, and growth factors such as compony policy and administration, supervision, work condition, and salary.

y Hygiene factors: the factors that lead to the prevention of dissatisfaction. They are mostly extrinsic

Management implications: job enlargement & enrichment, empowerment, and participative management Criticism:

y Job satisfaction does not necessarily lead to high motivation y Attribute theory as an explanation

 McClelland s Achievement Motivation Theory


y Need for achievement: the drive to excel, to set a higher goal, to seek higher responsibility, and to strive
to succeed. The characteristics of a higher achiever:

y y y y

Seek personal responsibility Seek feedback on their performance Seek moderate risks and goals Need for power: the desire to have impact on, to influence and control the behavior of others.

 Socialized power: used for social benefits  Personalized power: used for personal gain
y
Need for affiliation: the desire to be liked and accepted by others.

Determinants of Motivation
Traditionally it is believed that employees are motivated by the opportunity to make as much as money as possible and will act rationally to maximize their earnings. The assumption is that money, because what it can buy, is the most important motivator, of all people. According to the pluralistic approach, men work to fulfill a variety of needs. Three types of forces generally influence human behaviour: i. Forces operating within the individual. ii. Forces operating within the organization and iii. Forces operating in the environment. a)The individual: Human needs are both numerous and complex. Some of these needs cannot be described and identified because people hide their real needs under the cover of socially accepted behavior. It is the duty of the manager to match individual needs and expectations to the type of rewards avail ble in the job a setting. b)The organization: The climate in the organization must be conducive to human performance. Climate plays an important part in determining worker s motivation. The climate in an organization is determined by a number of variables such as its leadership style, autonomy enjoyed by members, growth prospects, emotional support from members, rewards structure, etc. c)The environment: A worker does not live in two separate worlds, one inside the factory and the other outside it. The troubles and pleasure of off-the-job life cannot be put aside when reporting for work in the morning, nor can factory matters be dropped when returning home after work.

IMPORTANT TECHNIQUES AND PROGRAMMES OF MOTIVATING EMLPLOYEES REWARDS:


People join organization expecting rewards. Firms give rewards in the form of money and other benefits in exchange of employee s availability, competencies and behaviors. Types of Rewards: 1. Membership and Seniority Based Rewards: Kristu Jayanti College of Management and Technology. In this system a senior employee receives more benefits than his junior. Advancement, pay rises, Retirement benefits and perquisites depends on seniority of employees. 2. Job Status Based Rewards: In this system the firm rewards employees on the status of the job they are holding. Jobs that require more skill and effort, have more responsibility and have difficult working conditions consequently these type of employees would be placed in higher pay grades. 3. Competency based Rewards: In this system organization links to competencies of employees. Competencies are reflected through skills, knowledge and traits that to desirable behavior. 4. Performance Based Rewards: In this type of system pay is linked to performance a. Profit sharing b. Team rewards c. Individual reward

INTRODUCTION TO COMPANY COMPANY S PROFILE


History
The company was founded in 2007 by Rohit Jain, Kunal Sharma and Saurabh Saxena, who are graduates from IIT Bombay, a premier engineering institute in Mumbai. The company is part of the Bilakhia Group. In October 2009, Axiom Education Private Limited announced the transformation of its company name to Mexus Education Private Limited. Saurabh Saxena, Director, Mexus Education, said, The conversion is undertaken keeping in mind our strategic business plans..." Mexus Education is credited with the launch of India s first-ever annual paperless science competition for school children, called Iken ScientificA. The company also introduced an education portal www.iken.in, which allows students & learners to interact, learn and share knowledge. Iken books and Iken library make use of motion films, animations and mind maps. Mexus Education is an education innovations enterprise of the Rs 1500 crore Bilakhia Group. By education innovation, we mean adding a new dimension to the process of learning by transforming it into being fun -filled, innovative and student friendly. The founding of Mexus Education in 2008 was based on the reflection that learning is most effective when it is personalized, entertaining, voluntary and involves active participation by the students. The vision is to expand the horizons of learning by introducing innovative methods and sources that are not confined to classroom education. The learning tools are designed by Mexus based on the state of the child's mind at different ages. It hence renders education to be an enjoyable experience and also hones the analytical skills of the students thereby preparing them to meet the industry needs. By unifying education and entertainment, Mexus Education is set to deliver highest quality of educational content through platforms which make anytime, anywhere learning a reality.

People at Mexus
Deriving its futurist outlook from its dynamic mix of intellectual professionals, managerial team, enterprising investors and experienced advisory board, Mexus is poised to accomplish its mission and realize its vision. Proud of its people s competence, Mexus perennially nurtures an atmosphere where people s imagination takes true shape; which ultimately translates into value-addition in its endeavors. Such a futuristic outlook has been instrumental in driving and directing Mexus towards being the best. The Board of Advisors with their vast experience in business and education form the strategic business intelligence for Mexus, identifying latest trends and technologies for education. One glance at the profile of people on the Advisory Board is enough to understand the expertise they bring into the realm of education innovation at Mexus.

More details
Mexus Education is an education solutions provider located in Mumbai, India. The company works in the K-12 segment, in collaboration with educators, learners, academicians and administrators to deliver learner-driven content through appropriate interactive technology. Multiple opportunities of content sharing and networking are exploited to optimize engagement. Multimedia usage includes the use of films, graphic novels, games and hands-on kits. Industry Education Founder 2007 Headquarters Mumbai, India Key people Rohit Jain , Krunal Sharma , Saurabh Saxena Website www.mexuseducation.com

Organisation Stru ture at Mexus

Managing Direc r

Factors influencing motivation at Mexus


     

Job security Brand Image Open and transparent culture Family Atmosphere Opportunity for Growth Respect for employees

Key Performance Indicators considered at Mexus


Corrective actions impacting health and Safety may be derived from various health and safety sources. This information can provide the organisation with
y y y y y y y y y y y y y y y y y y y y y

Cost of solved safety non-conformances for the month Employee perception of management commitment Health and safety prevention costs within the month Lost time (in hours) due to accidents (including fatalities) per e.g. 100,000 hours worked Lost time (in hours) due to non-fatal accidents per e.g. 100,000 hours worked Number of fatalities per e.g. 100,000 hours worked Number of non-conformance with legal or internal standards in safety inspections Number of reportable accidents per e.g. 100,000 hours worked (including fatalities) Number of reportable non-fatal accidents per e.g. 100,000 hours worked Number of safety inspections for the month Number of solved safety non-conformances for the month Percentage of attendance at occupational health and safety (OHS) committeemeetings Percentage of corrective actions closed out within specified time-frame Percentage of fatal accidents relative to all accidents (non-fatal and fatal) per e.g. 100,000 hours worked Percentage of health and safety representatives (HSR) positions filled. Percentage of issues raised by H&S Reps actioned Percentage of occupational health and safety (OHS) committee recommendations implemented Percentage of products/services assessed for health & safety impacts Percentage of significant products and services categories subject to procedures in which health and safety impacts of products and services are assessed for improvement Percentage of staff with adequate occupational health and safety (OHS) training Total of hours in safety and health training in the month

Annual Appraisal of employees performance:

In practically all the organizations appraisal report in respect of each employee is prepared every year [ending 31st December of 31st march]. These are also known as Confidential Reports. Adverse remarks if any are communicated to the person concerned only. Some of the criteria on the basis of which these annual reports are prepared are: quality, quantity, timeliness, cost-effectiveness of work, attendance, relations with colleagues, integrity, technical knowledge and ability, initiative, leadership quality etc. Generally the appraisal reports of employees are prepared either by the immediate head of the department or by a rating committee. These reports are referred to on the occasion of promotion, deputation, training etc. Seniority Lists: Each employee should know what are his/her prospects of promotion to a higher post. If the prospects are bleak, the motivation for improving his performance would not be strong. This need can be fulfilled if there is seniority lists for different categories of employees . In fact appraisal reports would have little value if an employee has no prospects for advancement. Periodical staff meetings: Many organizations have established a practice of holding periodical meetings of all staff employees and executives. Such meetings are arranged every month or every three months. Important issues concerning employees and policy matters are discussed in the meetings. These meetings are se also utilized to appreciate employee for his/her commendable efforts in the discharge of his duties. Annual get-together functions: A popular practice of arranging annual get-together functions is followed by many organizations. Generally such functions have proved to be very effective in promoting spirit of brotherhood among the various categories of staff members of the organization. The important characteristics of these get- together functions are: There is absolute equality among the members whether he is a director, employee of peon. There is no discrimination of status of gender.The staff members themselves display entertainment items. Once in a while get-together function can be arranged in the form of a picnic. Monthly News Bulletin: Some organization follows the practice of issuing a monthly news bulletin for the convenience of their employees . The bulletin should provide all the important news regarding administrative activities and developments such as new appointments, transfers, promotion, deputation, visits of VIP s etc. This news bulletin is to be circulated among staff members only.

Gift vouchers or cash Mexus follows a system of distributing gift vouchers and cash to those employees who play a major role or participate for organisation s benefit. Online Mexus News All the achievements, events and other related news are displayed on the website www.mexuseducation.com at regular intervals.

BIBLIOGRAPHY

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www.mexuseducation.com www.iken.in www.ikenbraingym.com www.ikenstore.com www.ikenscientifica.com www.facebook.com/ikenconnect www.twitter.com/ikenedu