University of Mumbai

A STUDY ON THE IMPACT OF MOTIVATIONAL TOOLS IN BUILDING EMPLOYEE

MORALE WITH REFERENCE TO JP MORGAN.

A project submitted to
University of Mumbai for partial completion of the degree of

Of

Bachelors of management studies

Under the guidance of
Prof Rishita Shukla

By

Muskan Amiruddin Shaikh

Roll No.10

Under the guidance of

SREE NARAYANA GURU COLLEGE OF COMMERCE

P.L.LOKHANDE MARG, CHEMBUR, MUMBAI-400089

2020-21
 DECLARATION

I the undersigned Miss Muskan Shaikh here by, declare that the work embodied in this
project work titled “A study on the impact of Motivational tools in building employee
morale with reference to JP Morgan” forms my own contribution to the research work
under the guidance of Prof.Rishita Shukla is a result of my own research work and has not
been previously submitted by any other university for any other degree/diploma to this or any
other university.

Wherever reference has been made to previous work of other, it has been clearly indicated
as such and included in the bibliography.

I, here by further declare that all information of this document has been obtained and
presented in accordance with academic rules and ethical conduct.

Name and signature of the learner

Certified by
 CERTIFICATE
This is to certify that Miss Muskan Amiruddin Shaikh has worked and duly completed her
Project Work for the degree of Bachelors of management studies under the Faculty of
commerce in the subject of and her project is entitled, “A study on the impact of
Motivational tools in building employee morale with reference to JP Morgan” under my
supervision.

I further certify that the entire work has been done by the learner under my guidance and
that no part of it has been submitted previously for any Degree or Diploma of any
University.

It is her own work and facts reported by her/his personal findings and investigations.

Name and signature of guiding teacher

Date of submission:

Project Guide Coordinator Principal External

Acknowledgment
To list who all have helped me is difficult because they are so numerous and the
depth is so enormous. I would like to acknowledge the following as being idealistic
channels and fresh dimensions in the completion of this pro

I would like to thank my Principal, Dr. Ravindran Karathadi for providing the
necessary facilities required for completion of this project. I take this opportunity to
thank our Coordinator Prof. Rishita Shukla for her moral support and guidance.

I would also like to express my sincere gratitude towards my project guide Prof.
Rishita Shukla whose guidance and care made the project successful. I would like to
thank my College Library, for having provided various reference books and
magazines related to my project.

Lastly, I would like to thank each and every person who directly or indirectly helped
me in the completion of the project especially my Parents and Peers who supported
me throughout my project.

Muskan Amiruddin Shaikh

Date of submission

INDEX
 SR NO. TOPIC PAGE NO.

1 INTRODUCTION 6 – 48

2 LITERATURE REVIEW 49 – 50

3 RESEARCH METHODOLOGY 51 – 62

4 DATA ANALYSIS AND 63 – 77

INTERPRETATION
5 CONCLUSION 78 – 84

Introduction

1.1 What Is Motivation?

Motivation is the process that initiates, guides, and maintains goal-oriented behaviors. It is
what causes you to act, whether it is getting a glass of water to reduce thirst or reading a book
to gain knowledge.
Motivation involves the biological, emotional, social, and cognitive forces that activate
behavior. In everyday usage, the term "motivation" is frequently used to describe why a
person does something. It is the driving force behind human actions.

Motivation doesn't just refer to the factors that activate behaviors; it also involves the factors
that direct and maintain these goal-directed actions (though such motives are rarely directly
observable). As a result, we often have to infer the reasons why people do the things that they
do based on observable behaviors.

1.1.2 Types of Motivation

Different types of motivation are frequently described as being either extrinsic or intrinsic:

1. Extrinsic motivations are those that arise from outside of the individual and often
involve rewards such as trophies, money, social recognition, or praise.
2. Intrinsic motivation are those that arise from within the individual, such as doing a
complicated crossword puzzle purely for the personal gratification of solving a
problem.

1.1.3 Uses
There are many different uses for motivation. It serves as a guiding force for all human
behavior, but understanding how it works and the factors that may impact it can be important
in a number of ways.

Understanding motivation can:

1. Help improve the efficiency of people as they work toward goals

2. Help people take action
3. Encourage people to engage in health-oriented behaviors
4. Help people avoid unhealthy or maladaptive behaviors such as risk-taking and
addiction
5. Help people feel more in control of their lives
6. Improve overall well-being and happiness

1.1.4 Impact
Anyone who has ever had a goal (like wanting to lose 20 pounds or run a marathon) probably
immediately realizes that simply having the desire to accomplish something is not enough.
Achieving such a goal requires the ability to persist through obstacles and endurance to keep
going in spite of difficulties.

There are three major components of motivation: activation, persistence, and intensity.3

1. Activation involves the decision to initiate a behavior, such as enrolling in a

psychology class.
 2. Persistence is the continued effort toward a goal even though obstacles may exist. An
example of persistence would be taking more psychology courses in order to earn a
degree although it requires a significant investment of time, energy, and resources.
3. Intensity can be seen in the concentration and vigor that goes into pursuing a goal.
For example, one student might coast by without much effort, while another student
will study regularly, participate in discussions, and take advantage of research
opportunities outside of class. The first student lacks intensity, while the second
pursues their educational goals with greater intensity.

1.1.5 Tips
All people experience fluctuations in their motivation and willpower. Sometimes you might
feel fired up and highly driven to reach your goals, while at other times you might feel listless
or unsure of what you want or how to achieve it.

Even if you're feeling low on motivation, there are steps you can take that will keep you
moving forward. Some things you can do include:

1. Adjust your goals to focus on things that really matter to you

2. If you're tackling something that is just too big or too overwhelming, break it up into
smaller steps and try setting your sights on achieving that first step toward progress
3. Improve your confidence
4. Remind yourself about what you achieved in the past and what where your strengths
lie

If there are things you feel insecure about, try working on making improvements in those
areas so that you feel more skilled and capable.

1.1.6 What is Employee Motivation?

Definition: Employee motivation is defined as the enthusiasm, energy level, commitment and
the amount of creativity that an employee brings to the organization on a daily basis.

Motivation is derived from the Latin word, “movere” which literally means movement. All
the definitions that you would read in books or in dictionary relate to the fact that motivation
is behavior and one needs to channelize this behavior in order to achieve desired goals and
results.

Employee motivation is all about how engaged an employee feels in tandem to the
organization’s goals and how empowered he/she feels.
1.1.7 Types of Employee Motivation
There are two types of motivation, intrinsic and extrinsic. An organization needs to
understand for a fact that not employees are clones, they are individuals with different traits.
Thus effectively, motivating your employees will need to acquire a deeper understanding of
the different types and ways of motivation.

With this understanding, you will be able to categorize your employees better and apply the
right type of motivation to increase the level of employee engagement and employee
satisfaction. Some employees respond better to intrinsic motivation while others may respond
better to extrinsic motivation.

1. Intrinsic motivation
Intrinsic motivation means that an individual is motivated from within. He/she has the desire
to perform well at the workplace because the results are in accordance with his/her belief
system.

An individual’s deep-rooted beliefs are usually the strongest motivational factors. Such
individuals show common qualities like acceptance, curiosity, honor, desire to achieve
success.

Research has shown that praise increases intrinsic motivation, so does positive employee
fedback. But it should all be done in moderation. If you overdo any of these, there are high
chances that the individual loses motivation.

It is well observed in children and I am using this as an example here if children are
overpraised for the little things they are expected to do on a daily basis, their motivation level
decreases. Now if you are reading this blog, there are good chances you are not a child,
although we encourage children to read good content, the purpose of writing this blog is to
still focus on adults.

So if you are a manager, supervisor or in a leadership role, please be intentional with your
feedback or praise. Make sure it is empowering and your employees understand your
expectations.

2. Extrinsic motivation

Extrinsic motivation means an individual’s motivation is stimulated by external factors-

rewards and recognition. Some people may never be motivated internally and only external
motivation would work with them to get the tasks done.

Research says extrinsic rewards can sometimes promote the willingness in a person to learn a
new skillset. Rewards like bonuses, perks, awards, etc. can motivate people or provide
tangible feedback.
But you need to be careful with extrinsic rewards too! Too much of anything can be harmful
and as a manager or a supervisor, you need to be clear to what extent are you going to
motivate your employees to accomplish organizational goals.

1.1.8 What is the importance of employee motivation?

According to psychologists, self-realization is a very human thing. It is our basic nature to
nurture something and see it flourish, it is applicable to most things we do in our day-to-day
life. This is true for both social and societal spaces.

Motivation plays a very important factor in a human’s life. Whether it is about improving
ourselves or our organization’s performance. Motivated employees don’t need to be told how
to get things done, they take initiatives, are eager to take up additional responsibilities, are
innovative and go-getters.

Motivated employees ensure:

1. There is a positive atmosphere within the organization

2. Co-workers are happy and feel safe at work
3. Make sure clients are happy
4. They always achieve better results than their counterparts
Motivation, therefore, plays a very important factor and ensures employees remain active and
contribute their best towards their organization. Furthermore, a high level of motivation leads
to a lower level of employee turnover. In the next section, you will learn about the 5 simple
ways to motivate your employees.

Some other benefits of employee motivation

1. Higher productivity levels

If people are motivated to work faster and more efficiently, this will lead to more output. This
can enable your company to do more, and even sell more.

2. More innovation

Not only will they produce more, but motivated employees are also more likely to make the
offering even better. Being highly focused on the product or service, motivated employees
will see areas for improvement and will be driven to work to enhance these.
 3. Lower levels of absenteeism

Motivated employees are happier with their working lives and have a goal that they are
working towards. These employees are less likely to miss work without good reason as they
feel that this could delay their progress.

4. Lower levels of staff turnover

Motivated employees are more likely to stay in their roles as they can see the effects of their
work and feel that there is an ongoing difference that they can make in the company. This can
lead to lower training and recruitment costs for the company as employee churn is reduced.

5. Great reputation and stronger recruitment

As we will all be familiar with, people talk about the things they enjoy, and more notably, the
things they don’t. Satisfied workers spread the word and in turn, give the firm a good
reputation as an employer. As a result, it becomes easier to recruit the leading talent.

1.1.9 How do you improve employee motivation?

1. Lead with vision

Everyone wants to know that their efforts are driving towards something. What’s the next
step? What does success look like for the company? A destination helps to motivate the
journey, so make sure the vision for the company is clear.

2. Make sure everyone understands the ‘why’

Your employees will know what needs to be done, but you need to explain further; you need
to communicate the ‘why’ of each task. The why is the company’s overall mission. If
everyone knows how their individual actions can personally add to the overall goal of the
company, it brings much-needed motivation to even the most simple task.

3. Set frequent clear targets

You obviously have big targets that you want to hit as a company, but smaller goals are the
key to motivation. All goals should add to the overall target, but breaking this into more
attainable chunks feels less overwhelming. If employees are frequently hitting targets, the
feeling of satisfaction grows and will act as a great motivator to continue on to the next set of
goals.

4. Recognise great work

Employees need to know that leaders see and appreciate their efforts. Giving well-deserved
recognition increases self-esteem, enthusiasm and boosts morale. Recognition tools are a
simple but great way to allow everyone in the company to celebrate the people who bring the
company values to life.

5. Give your team autonomy

Time is precious. So when we don’t feel in control of our time and energy, motivation levels
can really drop. Allowing for some elements of freedom in the workplace, whether that’s
flexible working hours or unlimited time off, demonstrates trust from leaders to employees.
This adds motivation, as the satisfaction of a job well done comes with the feeling that they
were in control and did it on their terms.

6. Create a welcoming work environment

No one wants to sit in a gloomy office and desperately wait for home time every day. If
workplaces create a friendly culture, with areas for rest and play, employees will look
forward to coming into work. The saying ‘work hard, play hard’ is important here. As
motivation and mood go hand in hand, a poor mood can affect the ability to concentrate and
will lower the feeling of energy in the workplace.

7. Offer impressive benefits

Make everyone feel that they are working in the best place they can be. Offering employee
benefits and perks, such as the wide range available through our Perks platform, and benefits
aiming to make your people's lives better both in and outside of work, helps to boost the
mood and sense of loyalty to the company.

8. Encourage teamwork

Collaboration between teams in the company allows ideas to be developed further. Working
with those with different skill sets will, in turn, create more innovative results. In teams,
there’s power in numbers and anyone experiencing a lack of motivation should be boosted by
those around them.

9. Create a career path

No one wants to be static for long. We all want to know that we are going somewhere and
focus on that next step. Ask employees what they want from their career, and lay out what
they need to do to get there. Have growth conversations with team members to design a
career path; this will help to create the drive to reach the next stage and feel that they have a
long and productive journey ahead within the company.

1.2.1 What is Morale?

Flippo has described morale “as a mental condition or attitude of individuals and groups
which determines their willingness to co-operate. Good morale is evidenced by employee
enthusiasm, voluntary confirmation with regulations and orders, and a willingness to co-
operate with others in the accomplishment of an organization’s objectives. Poor morale is
evidenced by surliness, insubordination, a feeling of discouragement and dislike of the job,
company and associates.” In the words of Yoder, “morale is a feeling, somewhat related to
esprit de corps, enthusiasm or zeal. For group of workers, morale, according to a popular
usage of the word, refers to the over-all tone, climate or atmosphere of work, perhaps vaguely
sensed by the members.’

1.2.2 Types of Morale

1. Individual and Group Morale:

Individual morale is a single person’s attitude towards work, environment etc. Whereas group
morale reflects the general attitude of a group of persons. Group morale is everybody’s
concern and may go on changing with the passage of time. Individual and group morale are
interested but not necessarily identical. They have an effect on each other. The individual’s
personal perception of the present conditions may be high but the group’s perception may be
low or vice-versa.

2. High or Low Morale:

Morale may be referred to high morale or low morale. In the words of McFarland, high
morale exists when employee attitudes are favourable to the total situation of a group and to
the attainment of its objectives. Low morale exists when attitudes inhibit the willingness and
ability of an organization to attain its objectives. The words such as zeal, enthusiasm, loyalty,
dependability denote high morale. Low morale may be described by words like lack of
interest, laziness, apathy, bickering, jealousy, quarrelsome, pessimism, etc.

A. Morale and Motivation:

Morale and motivation are inter related but differ from each other. Morale refers to the
attitude of a person towards his work and environment while motivation is a process to
inspire people. Motivation is an inner feeling which energizes a person to work more for
satisfying his unsatisfied demands. Motivation revolves round needs and incentives while
morale will determine the willingness to co-operate.

Morale is a group phenomenon while motivation is an individual’s readiness to work more.

Moral is related to the combination of various factors operating at work but motivation
concerns to the job only. Motivation helps in mobilizing energy while morale is concerned
with the mobilization of sentiments.

B. Morale and Productivity:

Morale reflects the attitude of employees towards their work, it will be of interest to know if
it has any bearing on productivity. A number of research studies reveal that there is no direct
relationship between morale and productivity. High morale may lead to higher productivity
but in some cases production may go down even. It is generally felt there is a positive relation
between morale and productivity but the degree may not be the same. For example, 10 per
cent increase in morale may lead to higher productivity but production may not necessarily
increase by 10 per cent.

Miller and Form have given four combinations of productivity and morale viz:
(i) High productivity-high morale
(ii) Low productivity high morale
(iii) High productivity-low morale; and
(iv) Low productivity-low morale.
The first situation occurs when the individual is satisfied from the job and prevailing
environment. He will try to achieve high standards of performance which will lead to higher
productivity. In the second situation (low productivity and high morale) the employee may be
satisfied from his work and situations prevailing, showing high morale. Lack of proper
teaching of the employee, lack of administrative skill of the supervisor, defective materials,
out-dated technology may lead to low productivity in-spite of high morale.

In the third-situation, management may use strict supervision, prescribe punishments for low
productivity and use better technology for raising productivity in-spite of low morale. The
fourth situation occurs where factors obtained in combination of high productivity high
morale are lacking. There is a complexity of relationship between morale and productivity.
This relationship cannot always be predicted. It may differ from organization to organization
and from one time to another time.

1.2.3 Factors Affecting Morale:

The employee morale is a very complex phenomenon and is influenced by

many factors. Different authors like McFarland. Bradshaw and Krugman. Roach and
Apple white name given different criterion for the determination of morale.

On the basis of all these classifications, the important factors in the

determination of levels of morale are as describe below:

1. The Organization:

The first factor affecting the employee morale is the organization itself. The organization
influences the worker’s attitudes to their jobs. The public reputation of an organization may
build up for better or worse, their attitudes towards it.

2. The Nature of Work:

The nature of the work, the worker is expected to perform also affects his attitude towards the
job as well as his morale. If the employee is expected to perform routine or specialized jobs,
he will feel bored and alienated. Repetition of the same task again and again makes the
working situation worse for the employees. Another factor is the large impersonal
organizational structure. Sometimes, if the employee feels that he is just a cog in the machine
instead of a person, his morale will become very low. Lack of understanding of
organizational goals may also affect the morale. Another factor which causes low morale is
the assembly line operations moving at a constant speed.

3. The Level of Satisfaction:

The level of satisfaction, a worker derives from his job is another determinant of morale. If
the job factors and the satisfaction they bring is perceived to be favourable by the employee
morale will tend to be higher than if there factors seem to be unfavourable. The job factors
include the factors such as opportunities for promotions, job security, steadiness of
employment, opportunities to learn the job and to use his own ideas, pay working conditions,
recognition, cooperativeness of co-workers, group relationship etc.

4. The Level of Supervision:

The level of supervision received by an employer has a tremendous influence on his morale.
High rate of employee turnover indicates that the leadership is ineffective. On the other hand,
if employees are given freedom to do the job, their morale will be high. Nobody likes to be
supervised all the time.

5. Concept of Self:

What is the employee’s concept of himself? The answer to this question influences the
attitudes of the employees to the organizational enuronment. How an employee perceives
himself, is a very important question. The morale of persons who have lots of self confidence
or who enjoy good mental and physical health is generally high as compared to those who
lack self confidence or suffer from poor physical or mental health.

6. Worker’s Perception of Rewards System:

The worker’s perception of past rewards and future opportunities for rewards affect their
morale to a substantial extent. If the workers regard the rewards as fair and satisfactory, their
morale will tend to by higher than if the perception is in the opposite direction. Moreover, if
the rewards and opportunities for the future tend to be bleak, morale will tend to be low as
compared to the situation where the worker perceives opportunities for satisfaction and for
attainment in the rewards that lie ahead in the future.

7. The Employee’s Age:

Studies have reported that age and morale are directly related. Other things being equal, elder
employees seem to have higher morale. This is because of the reason that perhaps younger
workers are more dissatisfied with higher expectations than their elders. The older employees
have more stability which comes with maturity, a serious attitude towards job. more
reliability, less absenteeism, proven steady work habits, a sense of responsibility and loyalty
and less tendency to be distracted by outside interest as influences.
8. The Employee’s Educational Level:

Studies have concluded an inverse relationship in the educational level of the employee and
his morale. Higher the educational level lower will be the job satisfaction and vice versa. The
higher he thinks he should be the more dissatisfied he will be.

9. The Employee’s Occupational Level:

The occupational level of the employee also influences his level of morale. The higher up in
organisational hierarchy an employee is higher will be his morale. The morale of the people
who are lower in the levels of hierarchy is generally low because they compare their own
attainments with those of others.

10. The Off the Job Activities of the Employee:

The relationship of an employer with his family and work group influences his behaviour and
attitude while he is on the job. His off the job activities e.g. whether his family life is happy
or not, whether he has excessive drinking habits etc. The influences and pressures of a formal
and informal group have a significant effect on the morale of workers.

1.2.4 - Why is it important to boost employee morale?

Employee morale describes the “overall outlook, attitude, satisfaction, and confidence that
employees feel at work.” In more basic terms, employees with high levels of morale are
happy employees — and companies with happy employees have been known to out-earn and
outperform their competition. Clearly, morale is a huge business concern, and one we should
prioritize daily. To further emphasize this, we have listed the seven major benefits of
employee morale below.

1. High employee morale results in increased teamwork —

With high employee morale comes heightened levels of job satisfaction and general feelings
of wellbeing. As a result, individuals are more inclined to work together and collaborate as a
well-functioning, cohesive unit. Employees with good levels of morale have a better outlook
regarding their work. They also feel more secure in their role and invested in your company,
making them motivated to work hard and accomplish more as a team. After all, content
employees don’t want to jump ship; they want your company to thrive. They have a shared
vision and know teamwork is the best way to ensure your organization’s long-term success.

2. Companies with high levels of employee morale have better retention —

 Happy employees want to remain at your company for the long haul. This is why companies
with high levels of morale find their retention levels are greater. Retaining employees is
important to your bottom line. The cost of high turnover can be overwhelming for a growing
business — especially when you’re constantly trying to replace employees with particular
and desirable skill sets. Employee satisfaction and retention rates are key performance
indicators for business success. So it is worth your while to prioritize employee morale and
keep hold of valued members of your team.

3. Good morale improves office relationships —

When morale is high, employees tend to exhibit fewer negative behaviors and experience less
workplace stress. This high morale ultimately results in improved workplace relationships
between employees and with management. When employees have a better relationship with
their managers, they feel more confident to ask for training and clarification on their goals
and organizational objectives. This relationship can make all the difference in terms of
engagement, performance, and productivity.

4. The higher the morale, the more productive the team —

Unsurprisingly, when employees are positive about their work and enjoy their environment,
they are much more productive and willing to put in discretionary effort. This fact is backed
up by a huge body of research. According to a 2014 University of Warwick study, when
people experience happiness-inducing activities their productivity spikes. In 2004,
researchers Rath and Clifton found that employees were far more productive when they had
more positive than negative exchanges at work. Furthermore, a Wharton Business School
study confirmed a long-term link between happy companies and shareholder returns.
.
5. Happier companies struggle less with absenteeism —

Unsurprisingly, not all sick days are due to an actual legitimate illness. The truth is,
sometimes employees decide to take a mental health day or call in sick because they can’t
find the enthusiasm to turn up. They do this because they are unhappy with their role, the
company, and what they do. A 2008 Gallup report found on average each unhappy employee
takes 15 extra sick days per year. This absenteeism results in wasted time, money, and
performance. With a little effort, companies can create effective performance management
systems that are designed to elevate levels of morale, so employees are eager to turn up each
day.

6. Greater morale results in greater attention to detail —

Understandably, low morale often causes employees to stop caring about their jobs, which
leads to more mistakes. This fact is true in every field but is especially obvious in medicine.
According to research, doctors who are in a good mood make diagnoses quicker and more
accurately than their unhappy colleagues. A further study from the University of Toronto
revealed low moods could negatively impact how our brains process information. In a high-
morale setting, on the other hand, employees tend to have higher attention to detail because
they genuinely care about the outcome of a project.

7. Happy employees are more creative —

When we’re happy, we can relax and let go of all the negative emotions and frustrations that
restrict creative thought. Therefore, when companies have higher levels of morale, they
notice their workforce becomes more innovative, solving complex problems in out-of-the-
box ways. There is a whole host of science behind happiness and creativity. Most of it boils
down to the fact that when we are stressed or feel a degree of fear, our “fight or flight”
response kicks in. When this happens, our brains slow down to prepare the body for survival.
Clearly, this is not a great recipe for creativity.

1.2.5 - How motivation affects the employees morale?

Morale can be defined as the total satisfaction derived by an individual from his job, his
work-group, his superior, the organization he works for and the environment. It generally
relates to the feeling of individual’s comfort, happiness and satisfaction.

According to Davis, “Morale is a mental condition of groups and individuals which

determines their attitude.”

In short, morale is a fusion of employees’ attitudes, behaviours, manifestation of views and

opinions - all taken together in their work scenarios, exhibiting the employees’ feelings
towards work, working terms and relation with their employers. Morale includes employees’
attitudes on and specific reaction to their job.

There are two states of morale:

High morale - High morale implies determination at work- an essential in achievement of

management objectives. High morale results in:

● A keen teamwork on part of the employees.

● Organizational Commitment and a sense of belongingness in the employees mind.
● Immediate conflict identification and resolution.
● Healthy and safe work environment.
 ● Effective communication in the organization.
● Increase in productivity.
● Greater motivation.

Low morale - Low morale has following features:

● Greater grievances and conflicts in organization.

● High rate of employee absenteeism and turnover.
● Dissatisfaction with the superiors and employers.
● Poor working conditions.
● Employees frustration.
● Decrease in productivity.
● Lack of motivation.

Though motivation and morale are closely related concepts, they are different in following
ways:

While motivation is an internal-psychological drive of an individual which urges him to

behave in a specific manner, morale is more of a group scenario.

Higher motivation often leads to higher morale of employees, but high morale does not
essentially result in greatly motivated employees as to have a positive attitude towards all
factors of work situation may not essentially force the employees to work more efficiently.

While motivation is an individual concept, morale is a group concept. Thus, motivation takes
into consideration the individual differences among the employees, and morale of the
employees can be increased by taking those factors into consideration which influence group
scenario or total work settings.

Motivation acquires primary concern in every organization, while morale is a secondary

phenomenon because high motivation essentially leads to higher productivity while high
morale may not necessarily lead to higher productivity.

Things tied to morale are usually things that are just part of the work environment, and things
tied to motivation are tied to the performance of the individual.
 1.3.1 JP MORGAN
We aim to be the most respected financial services firm in the world, serving corporations
and individuals in more than 100 countries.

JPMorgan Chase & Co. is an American multinational investment bank and financial services
holding company headquartered in New York City. JPMorgan Chase is ranked by S&P
Global as the largest bank in the United States and the 5th largest bank in the world by total
assets,[4] with total assets of US$3.213 trillion. It is also the world's most valuable bank by
market capitalization. JPMorgan Chase is incorporated in Delaware.

JPMorgan Chase & Co. is a financial holding company that provides financial and investment
banking services. It offers a range of investment banking products and services in all major
capital markets, including advising on corporate strategy and structure, capital-raising in
equity and debt markets, sophisticated risk management, market-making in cash securities
and derivative instruments, prime brokerage and research. It also offers investment banking,
financial services for consumers, small business and commercial banking, financial
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business through the following segments: Consumer and Community Banking, Corporate and
Investment Bank, Commercial Banking, Asset Management, and Corporate/Private Equity.
The Consumer and Community Banking segment serves consumers and businesses through
personal service at bank branches and through ATMs, online, mobile and telephone banking.
It is organized into Consumer and Business Banking, Mortgage Banking (including Mortgage
Production, Mortgage Servicing and Real Estate Portfolios) and Card, Merchant Services and
Auto (‘Card’). Consumer and Business banking offers deposit and investment products and
services to consumers, and lending, deposit, and cash management and payment solutions to
small businesses. Mortgage Banking includes mortgage origination and servicing activities,
as well as portfolios comprised of residential mortgages and home equity loans, including the
purchased credit impaired portfolio acquired in the Washington Mutual transaction. Card
issues credit cards to consumers and small businesses, provides payment services to corporate
and public sector clients through its commercial card products, offers payment processing
services to merchants, and provides auto and student loan services. The Corporate and
Investment Bank segment offers a broad suite of investment banking, market-making, prime
brokerage, and treasury and securities products and services to a global client base of
corporations, investors, financial institutions, government and municipal entities. This
segment offers a full range of investment banking products and services in all major capital
markets, including advising on corporate strategy and structure, capital-raising in equity and
debt markets, as well as loan origination and syndication. The Commercial Banking segment
delivers extensive industry knowledge, local expertise and dedicated service to U.S. and U.S.
multinational clients, including corporations, municipalities, financial institutions and non-
profit entities. This segment provides financing to real estate investors and owners. This
segment also provides comprehensive financial solutions, including lending, treasury
services, investment banking and asset management to meet its client’s domestic and
international financial needs. The Asset Management segment provides investment and
wealth management services. This segment offers investment management across all major
asset services, including equities, fixed income, alternatives and money market funds. This
segment also offers multi-asset investment management, providing solutions to a broad range
of clients investment needs. For individual investors, this segment also provides retirement
products and services, brokerage and banking services, including trust and estate, loans,
mortgages and deposits. The Corporate/Private Equity segment comprises Private Equity,
Treasury, Chief Investment Office (‘CIO’), and Other Corporate, which includes corporate
staff units and expense that is centrally managed. Treasury and Chief Investment Office are
predominantly responsible for measuring, monitoring, reporting and managing the company’s
liquidity, funding, capital and structural interest rate and foreign exchange risks. The
corporate staff units include Central Technology and Operations, Internal Audit, Executive,
Finance, Human Resources, Legal and Compliance, Global Real Estate, General Services,
Operational Control, Risk Management, and Corporate Responsibility and Public Policy.
Other centrally managed expense includes the company’s occupancy and pension-related
expense that are subject to allocation to the businesses. The company was founded in 1968
and is headquartered in New York, NY.“

As a "Bulge Bracket" bank, it is a major provider of various investment banking and financial
services. It is one of America's Big Four banks, along with Bank of America, Citigroup, and
Wells Fargo.[8] JPMorgan Chase is considered to be a universal bank and a custodian bank.
The J.P. Morgan brand, is used by the investment banking, asset management, private
banking, private wealth management, and treasury services divisions. Fiduciary activity
within private banking and private wealth management is done under the aegis of JPMorgan
Chase Bank, N.A.—the actual trustee. The Chase brand is used for credit card services in the
United States and Canada, the bank's retail banking activities in the United States, and
commercial banking. Both the retail and commercial bank and the bank's corporate
headquarters are currently located at 383 Madison Avenue in Midtown Manhattan, New York
City, while the prior headquarters building directly across the street, 270 Park Avenue, is
demolished and replaced with a new building. The current company was originally known as
Chemical Bank, which acquired Chase Manhattan and assumed that company's name. The
present company was formed in 2000, when Chase Manhattan Corporation merged with J.P.
Morgan & Co. In October 2020 JPMorgan Chase declared that it begun to work on achieving
carbon neutrality by 2050.

As of 2020, the asset management arm of the bank has US$3.37 trillion in assets under
management, while its investment and corporate bank arm holds US$31 trillion in assets
under custody. At US$45.0 billion in assets under management, the hedge fund unit of
JPMorgan Chase is the third largest hedge fund in the world.

J.P. Morgan is a global leader in financial services, offering solutions to the world's
most important corporations, governments and institutions in more than 100 countries.
As announced in early 2018, JPMorgan Chase will deploy $1.75 billion in
philanthropic capital around the world by 2023. We also lead volunteer service
activities for employees in local communities by utilizing our many resources,
including those that stem from access to capital, economies of scale, global reach and
expertise.

1.3.2 History of JPMorgan

JPMorgan Chase & Co. is one of the oldest, largest and best-known financial institutions in
the world. The firm’s legacy dates back to 1799 when its earliest predecessor was chartered
in New York City.

Our firm is built on the foundation of more than 1200 predecessor institutions. Its major
heritage firms — J.P. Morgan, Chase Manhattan, Chemical, Manufacturers Hanover (in New
York City) and Bank One, First Chicago, and National Bank of Detroit (in the Midwest) were
each closely tied, in their time, to innovations in finance and the growth of the United States
and global economies. As JPMorgan Chase & Co does today, these firms also made
significant contributions to their local communities.

JPMorgan Chase, in its current structure, is the result of the combination of several large U.S.
banking companies since 1996, including Chase Manhattan Bank, J.P. Morgan & Co., Bank
One, Bear Stearns and Washington Mutual. Going back further, its predecessors include
major banking firms among which are Chemical Bank, Manufacturers Hanover, First
Chicago Bank, National Bank of Detroit, Texas Commerce Bank, Providian Financial and
Great Western Bank. The company's oldest predecessor institution, the Bank of the
Manhattan Company, was the third oldest banking corporation in the United States, and the
31st oldest bank in the world, having been established on September 1, 1799, by Aaron Burr.

Chase Manhattan Bank

Chase Manhattan Bank

The logo used by Chase following the merger with the Manhattan Bank in 1954
The Chase Manhattan Bank was formed upon the 1955 purchase of Chase National Bank
(established in 1877) by the Bank of the Manhattan Company (established in 1799), the
company's oldest predecessor institution. The Bank of the Manhattan Company was the
creation of Aaron Burr, who transformed The Manhattan Company from a water carrier into
a bank.

According to page 115 of An Empire of Wealth by John Steele Gordon, the origin of this
strand of JPMorgan Chase's history runs as follows:

At the turn of the nineteenth century, obtaining a bank charter required an act of the state
legislature. This of course injected a powerful element of politics into the process and invited
what today would be called corruption but then was regarded as business as usual. Hamilton's
political enemy—and eventual murderer—Aaron Burr was able to create a bank by sneaking
a clause into a charter for a company, called the Manhattan Company, to provide clean water
to New York City. The innocuous-looking clause allowed the company to invest surplus
capital in any lawful enterprise. Within six months of the company's creation, and long before
it had laid a single section of water pipe, the company opened a bank, the Bank of the
Manhattan Company. Still in existence, it is today J. P. Morgan Chase, the largest bank in the
United States.

Led by David Rockefeller during the 1970s and 1980s, Chase Manhattan emerged as one of
the largest and most prestigious banking concerns, with leadership positions in syndicated
lending, treasury and securities services, credit cards, mortgages, and retail financial services.
Weakened by the real estate collapse in the early 1990s, it was acquired by Chemical Bank in
1996, retaining the Chase name. Before its merger with J.P. Morgan & Co., the new Chase
expanded the investment and asset management groups through two acquisitions. In 1999, it
acquired San Francisco-based Hambrecht & Quist for $1.35 billion. In April 2000, UK-based
Robert Fleming & Co. was purchased by the new Chase Manhattan Bank for $7.7 billion.

Chemical Banking Corporation

Chemical Bank
The New York Chemical Manufacturing Company was founded in 1823 as a maker of
various chemicals. In 1824, the company amended its charter to perform banking activities
and created the Chemical Bank of New York. After 1851, the bank was separated from its
parent and grew organically and through a series of mergers, most notably with Corn
Exchange Bank in 1954, Texas Commerce Bank (a large bank in Texas) in 1986, and
Manufacturer's Hanover Trust Company in 1991 (the first major bank merger "among
equals"). In the 1980s and early 1990s, Chemical emerged as one of the leaders in the
financing of leveraged buyout transactions. In 1984, Chemical launched Chemical Venture
Partners to invest in private equity transactions alongside various financial sponsors. By the
late 1980s, Chemical developed its reputation for financing buyouts, building a syndicated
leveraged finance business and related advisory businesses under the auspices of the
pioneering investment banker, Jimmy Lee. At many points throughout this history, Chemical
Bank was the largest bank in the United States (either in terms of assets or deposit market
share).

In 1996, Chemical Bank acquired Chase Manhattan. Although Chemical was the nominal
survivor, it took the better-known Chase name. To this day, JPMorgan Chase retains
Chemical's pre-1996 stock price history, as well as Chemical's former headquarters site at
270 Park Avenue (with the current building being demolished for a replacement headquarters
on the same site).

J.P. Morgan & Company

J.P. Morgan & Co.

The J.P. Morgan & Co. logo before its merger with Chase Manhattan Bank in 2000

Influence of J.P. Morgan in Large Corporations, 1914

The J.P. Morgan headquarters in New York City following the September 16, 1920 bomb
explosion that took the lives of 38 and injured over 400
The House of Morgan was born out of the partnership of Drexel, Morgan & Co., which in
1895 was renamed J.P. Morgan & Co. (see also: J. Pierpont Morgan). J.P. Morgan & Co.
financed the formation of the United States Steel Corporation, which took over the business
of Andrew Carnegie and others and was the world's first billion dollar corporation. In 1895,
J.P. Morgan & Co. supplied the United States government with $62 million in gold to float a
bond issue and restore the treasury surplus of $100 million. In 1892, the company began to
finance the New York, New Haven and Hartford Railroad and led it through a series of
acquisitions that made it the dominant railroad transporter in New England.

Built in 1914, 23 Wall Street was the bank's headquarters for decades. On September 16,
1920, a terrorist bomb exploded in front of the bank, injuring 400 and killing 38. Shortly
before the bomb went off, a warning note was placed in a mailbox at the corner of Cedar
Street and Broadway. The case has never been solved, and was rendered inactive by the FBI
in 1940.

In August 1914, Henry P. Davison, a Morgan partner, made a deal with the Bank of England
to make J.P. Morgan & Co. the monopoly underwriter of war bonds for the UK and France.
The Bank of England became a "fiscal agent" of J.P. Morgan & Co., and vice versa. The
company also invested in the suppliers of war equipment to Britain and France. The company
profited from the financing and purchasing activities of the two European governments.

In the 1930s, J.P. Morgan & Co. and all integrated banking businesses in the United States
were required by the provisions of the Glass–Steagall Act to separate their investment
banking from their commercial banking operations. J.P. Morgan & Co. chose to operate as a
commercial bank.

In 1935, after being barred from the securities business for over a year, the heads of J.P.
Morgan spun off its investment-banking operations. Led by J.P. Morgan partners, Henry S.
Morgan (son of Jack Morgan and grandson of J. Pierpont Morgan) and Harold Stanley,
Morgan Stanley was founded on September 16, 1935, with $6.6 million of nonvoting
preferred stock from J.P. Morgan partners. In order to bolster its position, in 1959, J.P.
Morgan merged with the Guaranty Trust Company of New York to form the Morgan
Guaranty Trust Company. The bank would continue to operate as Morgan Guaranty Trust
until the 1980s, before migrating back to the use of the J.P. Morgan brand. In 1984, the group
purchased the Purdue National Corporation of Lafayette Indiana. In 1988, the company once
again began operating exclusively as J.P. Morgan & Co.

Bank One Corporation

Bank One Corporation

Logo of Bank One

In 2004, JPMorgan Chase merged with Chicago-based Bank One Corp., bringing on board
current Chairman and CEO Jamie Dimon as president and COO. He succeeded former CEO
William B. Harrison, Jr. Dimon introduced new cost-cutting strategies, and replaced former
JPMorgan Chase executives in key positions with Bank One executives—many of whom
were with Dimon at Citigroup. Dimon became CEO in December 2005 and Chairman in
December 2006.

Bank One Corporation was formed with the 1998 merger of Banc One of Columbus, Ohio
and First Chicago NBD.[34] This merger was considered a failure until Dimon took over and
reformed the new firm's practices. Dimon effected changes to make Bank One Corporation a
viable merger partner for JPMorgan Chase.
The First Chicago Bank logo
Bank One Corporation, formerly First Bancgroup of Ohio, was founded as a holding
company for City National Bank of Columbus, Ohio, and several other banks in that state, all
of which were renamed "Bank One" when the holding company was renamed Banc One
Corporation. With the beginning of interstate banking they spread into other states, always
renaming acquired banks "Bank One." After the First Chicago NBD merger, adverse
financial results led to the departure of CEO John B. McCoy, whose father and grandfather
had headed Banc One and predecessors. JPMorgan Chase completed the acquisition of Bank
One in the third quarter of 2004.

Bear Stearns

Bear Stearns

The Bear Stearns logo

At the end of 2007, Bear Stearns was the fifth largest investment bank in the United States
but its market capitalization had deteriorated through the second half of the year. On Friday,
March 14, 2008, Bear Stearns lost 47% of its equity market value as rumors emerged that
clients were withdrawing capital from the bank. Over the following weekend, it emerged that
Bear Stearns might prove insolvent, and on March 15, 2008, the Federal Reserve engineered
a deal to prevent a wider systemic crisis from the collapse of Bear Stearns.

On March 16, 2008, after a weekend of intense negotiations between JPMorgan, Bear, and
the federal government, JPMorgan Chase announced its plans to acquire Bear Stearns in a
stock swap worth $2.00 per share or $240 million pending shareholder approval scheduled
within 90 days. In the interim, JPMorgan Chase agreed to guarantee all Bear Stearns trades
and business process flows. On March 18, 2008, JPMorgan Chase formally announced the
acquisition of Bear Stearns for $236 million. The stock swap agreement was signed that
night.

On March 24, 2008, after public discontent over the low acquisition price threatened the
deal's closure, a revised offer was announced at approximately $10 per share. Under the
revised terms, JPMorgan also immediately acquired a 39.5% stake in Bear Stearns using
newly issued shares at the new offer price and gained a commitment from the board,
representing another 10% of the share capital, that its members would vote in favor of the
new deal. With sufficient commitments to ensure a successful shareholder vote, the merger
was completed on May 30, 2008.

Washington Mutual

Washington Mutual
The Washington Mutual logo prior to its 2008 acquisition by JPMorgan Chase
On September 25, 2008, JPMorgan Chase bought most of the banking operations of
Washington Mutual from the receivership of the Federal Deposit Insurance Corporation. That
night, the Office of Thrift Supervision, in what was by far the largest bank failure in
American history, had seized Washington Mutual Bank and placed it into receivership. The
FDIC sold the bank's assets, secured debt obligations, and deposits to JPMorgan Chase & Co
for $1.836 billion, which re-opened the bank the following day. As a result of the takeover,
Washington Mutual shareholders lost all their equity.

JPMorgan Chase raised $10 billion in a stock sale to cover writedowns and losses after taking
on deposits and branches of Washington Mutual. Through the acquisition, JPMorgan now
owns the former accounts of Providian Financial, a credit card issuer WaMu acquired in
2005. The company announced plans to complete the rebranding of Washington Mutual
branches to Chase by late 2009.

Chief executive Alan H. Fishman received a $7.5 million sign-on bonus and cash severance
of $11.6 million after being CEO for 17 days.

2013 settlement
On November 19, 2013, the Justice Department announced that JPMorgan Chase agreed to
pay $13 billion to settle investigations into its business practices pertaining to mortgage-
backed securities. Of that amount, $9 billion was penalties and fines, and the remaining $4
billion was consumer relief. This was the largest corporate settlement to date. Conduct at
Bear Stearns and Washington Mutual prior to their 2008 acquisitions accounted for much of
the alleged wrongdoing. The agreement did not settle criminal charges.

Other recent acquisitions

In 2006, JPMorgan Chase purchased Collegiate Funding Services, a portfolio company of
private equity firm Lightyear Capital, for $663 million. CFS was used as the foundation for
the Chase Student Loans, previously known as Chase Education Finance.

In April 2006, JPMorgan Chase acquired Bank of New York Mellon's retail and small
business banking network. The acquisition gave Chase access to 339 additional branches in
New York, New Jersey, and Connecticut.

In March 2008, JPMorgan acquired the UK-based carbon offsetting company ClimateCare.

In November 2009, JPMorgan announced it would acquire the balance of JPMorgan

Cazenove, an advisory and underwriting joint venture established in 2004 with the Cazenove
Group, for GBP1 billion.

In January 2013, JPMorgan acquired Bloomspot, a San Francisco-based startup in the "deals"
space for $35 million. Shortly after the acquisition, the service was shut down and
Bloomspot's talent was left unused.
Recent history

In October 2014, JPMorgan sold its commodities trader unit to Mercuria for $800 million, a
quarter of the initial valuation of $3.5 billion, as the transaction excluded some oil and metal
stockpiles and other assets.

In March 2016, JPMorgan decided not to finance coal mines and coal power plants in
wealthy countries. In September 2016, JPMorgan made an equity investment in InvestCloud.
In December 2016, 14 former executives of the Wendel investment company faced trial for
tax fraud while JP Morgan Chase was to be pursued for complicity. Jean-Bernard Lafonta
was convicted December 2015 for spreading false information and insider trading, and fined
1.5 million euros.

In March 2017, Lawrence Obracanik, a former JPMorgan Chase & Co employee, pleaded
guilty to criminal charges that he stole more than $5 million from his employer to pay
personal debts. In June 2017, Matt Zames, the now-former COO of the bank decided to leave
the firm. In December 2017, JP Morgan was sued by the Nigerian government for $875
million, which Nigeria alleges was transferred by JP Morgan to a corrupt former minister.
Nigeria accused JP Morgan of being "grossly negligent".

In October 2018, Reuters reported that JP Morgan "agreed to pay $5.3 million to settle
allegations it violated Cuban Assets Control Regulations, Iranian sanctions and Weapons of
Mass Destruction sanctions 87 times, the U.S. Treasury said".

In February 2019, JP Morgan announced the launch of JPM Coin, a digital token that will be
used to settle transactions between clients of its wholesale payments business. It would be the
first cryptocurrency issued by a United States bank.

In September 2020, the company admitted that it manipulated precious metals futures and
government bond markets in a span period of eight years. It settled with the United States
Department of Justice, U.S. Securities and Exchange Commission, and the Commodity
Futures Trading Commission for $920 million. JPMorgan will not face criminal charges,
however, it will launch into a deferred prosecution agreement for three years.

Acquisition history

The following is an illustration of the company's major mergers and acquisitions and
historical predecessors, although this is not a comprehensive list:
 1.3.3 J.P. Morgan in India
Local expertise. Global resources. Our commitment to India.

Our presence in India began in 1922, when a heritage firm took an ownership interest in a
merchant bank in Calcutta. Today, we provide clients in India a comprehensive range of
corporate and investment banking services. Our global service centers in Mumbai, Bengaluru
and Hyderabad support operations globally.

We have operated in Asia Pacific since 1872, and today are present across 17 markets in the
region. Clients rely on our global strength, local expertise and leadership across our lines of
business.

In Asia Pacific, we are committed to helping promote economic growth and economic
inclusion through our key philanthropic initiatives in the areas of workforce readiness, small
business development and financial capability. Our investments aim to increase the number
of quality jobs created for the underserved individuals and communities, helping small
businesses become more sustainable, as well as assisting marginalized people in gaining
access to affordable financial products so that they can become more financially secure. This
shared commitment to the community drives our Foundation’s giving and employee
engagement and volunteering activities across the region.

J.P. Morgan is a global leader in financial services, offering solutions to the world's most
important corporations, governments and institutions in more than 100 countries. As
announced in early 2018, JPMorgan Chase will deploy $1.75 billion in philanthropic capital
around the world by 2023. We also lead volunteer service activities for employees in local
communities by utilizing our many resources, including those that stem from access to
capital, economies of scale, global reach and expertise.
Our Business Principle

EXCEPTIONAL CLIENT SERVICE

1. We focus on the customer
2. We are field and client driven; we operate at the local level
3. We build world-class franchises, investing for the long term, to serve our clients

OPERATIONAL EXCELLENCE
4. We set the highest standards of performance
5. We demand financial rigor and risk discipline; we will always maintain a fortress balance
sheet
6. We strive for the best internal governance and controls
7. We act and think like owners and partners
8. We strive to build and maintain the best, most efficient systems and operations
9. We are disciplined in everything we do
10. We execute with both skill and urgency

A COMMITMENT TO INTEGRITY, FAIRNESS AND RESPONSIBILITY

11. We will not compromise our integrity
12. We face facts
13. We have fortitude
14. We foster an environment of respect, inclusiveness, humanity and humility
15. We help strengthen the communities in which we live and work

A GREAT TEAM AND WINNING CULTURE

16. We hire, train and retain great, diverse employees
17. We build teamwork, loyalty and morale
18. We maintain an open, entrepreneurial meritocracy for all
19. We communicate honestly, clearly and consistently
20. We strive to be good leaders
1.3.4 What the company do to keep their employee motivated?

1. Timely performance reviews

It’s hardly groundbreaking to suggest that retaining good employees is critical to a successful
business. Good, satisfied employees deliver quality services, project a positive image in the
community, and, of course, are more productive. Further, for some businesses, maintaining a
satisfied workforce is crucial in warding off union organizing.
Conversely, employee turnover is extremely costly for companies. The amount of time spent
by HR, supervisors, and management identifying, interviewing, and on-boarding new
employees can be staggering. Additionally, coworkers may be asked to spend a considerable
amount of time training and assisting new employees. Turnover can result in low morale
among the workforce. If employees are consistently leaving to pursue better opportunities,
remaining employees may devalue their employment with the company, which may result in
lower productivity.

Performance reviews can boost retention

One often overlooked means of enhancing employee satisfaction (and thus retention) is
timely and accurate performance reviews, as many employers don’t take the time to consider
the long-term benefits of providing them in a timely and accurate manner.

Accurate and timely evaluations are a key factor in retaining a satisfied and productive
workforce. Feedback, whether positive or negative, can help employees understand the
company’s expectations and perceptions and provide a pathway to improvement.

Providing timely feedback lets good employees know you appreciate their accomplishments.
While identifying what an employee can or needs to do better is a critical function of
performance reviews, other equally critical yet often overlooked functions include showing
the company’s appreciation for employees who are successful, showing passion and
accountability for their work, and letting them know they are important to the success of the
company. Providing positive feedback can increase an employee’s job satisfaction and
decrease the likelihood that he will seek what he perceives to be more satisfying
opportunities.

Additionally, providing accurate performance reviews is critical because it helps distinguish

strong employees from marginal or poor-performing ones. Exceptional employees should be
rewarded with exceptional performance ratings and the benefits that go along with those
ratings, while poor performers should be rated and rewarded accordingly. Employees talk. It
can be extremely demoralizing for a high-performing employee to learn that a marginal or
poor performer has received the same rating, pay raise, and other benefits. You should reward
highperforming employees for their performance—but not equally reward marginal or poor
performers.
Performance reviews are an opportunity for employees to learn how they are progressing
toward performance goals. Evaluations should identify, track, and record progress employees
make toward achieving the goals set by both themselves and the company. Employees who
don’t meet expectations should be held accountable. With 34 percent of employees motivated
to seek new opportunities, replacements may soon be on the way.

2. One - on - One meeting

One-on-one meetings are a valuable tactic practiced by successful leaders. When

implemented correctly, these brief, weekly check-ins improve employee performance and
their results in measurable ways. As a leader, 1-on-1s provide you with the opportunity to get
to know your people exceptionally well so that you’ll have better access to unfiltered
information. This will allow you to increase performance across, and drive results for, the
entire organization.

Benefits of these 1-on-1 meetings:

1. They strengthen relationships between leaders and their teams.

Your people—like anyone else—rely on the basic human need to feel validated. Face-to-face
communication lets them know that their insights and concerns are appreciated and taken into
consideration.

2. They improve productivity.

Weekly 1-on-1s boost productivity and cut wasted time. What’s critical to note is that the
amount of time you spend holding ad hoc conversations with your employees,
communicating by email, and tracking down crucial information will be condensed almost
entirely. This brief 1-on-1 communication provides a high-level overview of current issues
and progress.

3. They build team loyalty.

Employees trust your leadership if you meet with them regularly for one-on-one meeting.
Loyalty requires frequent and consistent meaningful interactions.

4. They benefit everyone.

Not only will have the opportunity to discuss needs, goals, and expectations, but also give our
team an advantage by providing our undivided attention. Within this time, your employees
have the chance to relay their progress and receive clear direction for upcoming priorities.
5. They deliver meaningful, personalized feedback.

Providing feedback to employees can be uncomfortable, but one-on-one meetings offer the
ideal opportunity for letting your directs know how they’re doing, and what you expect from
them moving forward—it doesn’t have to be more complicated than that.

Create Healthy Competition

Workplace competition can help make your staff more productive, more engaged and more
energized. However, it can also stress them out, crush their confidence and lead to lasting
resentment. Some people are naturally competitive and thrive in competitions, while others
aren’t and will cringe at the mere idea of a contest.

Creating Healthy Competition at Work

A. Make it Fun

Work is naturally competitive: Everyone wants to do well in his or her job, be recognized and
get promoted. Don’t add to this stress by making your workplace competitions deadly
serious. Keep a lighthearted and fun element to the contest.

B. Monitor the Effects

Pay close attention to how your workplace competitions unfold — not just in business results,
but also in human terms. Are tempers flaring? Are people snapping at each other or becoming
uncooperative? If a competition starts to go off the rails, call a halt to discuss the problems
and, if you have to, end the competition.

C. Compete in Teams

Competition among individuals has the most potential to go wrong. It can lead to a dog-eat-
dog environment where everyone is out for number one. In general, team competitions are
healthier, and also encourage collaboration, which is vital in today’s workplace. Try to
balance the teams as much as possible by choosing team members with different strengths.
Not only will this create more effective teams, it will also give the members opportunities to
learn from each other while competing.

D. Stay Focused on the End Goal

It’s great when employees get excited about the competition, but sometimes they get so
excited they forget about the ultimate goal. For example, if your contest measures how many
calls your customer service reps handle in a day, they might get so focused on speed that they
start rushing through calls — and service quality declines.
 E. Provide a Reasonable Reward

The reward for workplace competitions can vary depending on the nature of the competition,
your business and your people. For example, at some workplaces, the winning team might be
content to receive a silly trophy and recognition at the weekly meeting. Others may be
motivated by something more tangible, like getting to leave early on Friday afternoons. Still
others will need larger rewards to motivate competition — such as salespeople, who are often
rewarded with bonuses or vacation packages for bringing in big sales.

Appreciation

The mood and attitude of your employees can make or break your business. That’s why it’s
so important to keep up their morale. As well as making sure that everyone in your team is
motivated, maintaining morale will ensure business is thriving.

Whether you’re selling cars or holidays, every part of your company will be more successful
if everyone feels valued. Giving employee appreciation gifts is a lovely way to do this.

1. Token employee appreciation gifts

Maybe it’s been a manic week, maybe an employee has put in extra hours, or maybe someone
has smashed their target. Whatever the reason, giving a small gift on these occasions will
have a big impact on morale. It’ll also mean your employees will appreciate you more as an
employer.

2. Voucher

If you want to make a gesture but aren’t sure what your employee or employees would like,
gift vouchers are perfect employee appreciation gifts. An effortless yet thoughtful token, it
means they can buy something that they genuinely love. As long as it’s for the right place, a
voucher is a gift that everyone will appreciate.

Everyone loves chocolate, so a Hotel Chocolat voucher is bound to hit the sweet spot with
your recipients. With one of our gift cards, your employees are free to choose whatever
works for them! They can buy anything in-store or online, enjoy drinks at our cafes, food at
our restaurants, or buy chocolate tasting adventures and other exciting experiences at our
School of Chocolate.

Giving a voucher doesn’t even mean missing out on the thrilling unwrapping experience. All
our gift cards come presented in a charming ribboned bag that can contain a personalised
message from you
Incentives

1. COMPENSATION INCENTIVES

Compensation incentives tend to cover some of the more basic incentive options. From
performance-related bonuses, profit sharing schemes and stock options.

Another way to use this style of bonus is to tie it to an employee’s career progression. By
working with each employee to create a career roadmap where they are able to see the steps
and stages they need to reach to hit the next salary band/promotion.

2. RECOGNITION INCENTIVES

If you’re concerned about budgets, you'll be pleased to know that there are several cost-
effective ways to sincerely and authentically demonstrate appreciation for your staff.

In fact, it's often the simple gestures of gratitude that can be the most impactful because
they’re direct and personal.

3. REWARD INCENTIVES

The most common example of reward incentives is the old sales related bonuses. However,
these can seem a little outdated, particularly in some industries. Intrinsically, you are
motivating someone to meet sales quotas in the hope of receiving monetary gains.

But the success of your business doesn't hinge on that sale alone. What's more, if individuals
are focused only on profit margins and targets, they may be tempted only to exploit low
hanging fruit and leave massive portions of your target audience underserved.

The longevity of your business is determined by the overall service the customer receives
from the first interaction with your brand all the way through their customer lifespan. From
the marketing team that initially grabs their attention, through to the customer service desks,
each area of the business is working hard to make your customers happy. So, shouldn’t you
be taking care of them as well?

Instead, focus on giving meaningful rewards to everyone in your organisation. By introducing

a system that allows for peer-to-peer referrals, colleagues can provide points that can be
banked up and spent on anything from eVouchers, reloadable gift cards to physical gifts to
not only improve their work life but their lives outside of work too.

4. APPRECIATION INCENTIVES
This style of incentives can include company parties, birthday celebrations, opportunity to go
home early on a Friday, extra holiday, prizes, and regular team lunches are all great ways to
encourage unity.

Create a social budget for each department that the leadership team can access throughout the
year for team treats; no one wants to wait until the Christmas party to feel they’re appreciated
by the line manager.

Bonus

1. Retention Bonus

Retention bonuses reward employees for staying with the company for a long period of time.
These are also used to retain high-performing employees especially when there is a hot job
market. As employee poaching has increased in recent years, many companies offer retention
bonuses to keep employees from jumping ship to a new job.

Typically a retention bonus is a one-time payment, and many companies prefer these over a
salary increase because they may not have the necessary finances in place to commit to a
long-term raise.

2. Holiday Bonus

As the name suggests, a holiday bonus is given out during the winter holiday time and can be
a way that a company tries to thank employees for a successful year’s work. Holiday bonuses
can be any size and often increase employee productivity, retention and motivation. In many
cases, a company will tie a holiday bonus to individual employee performance and may tell
you what you did that led to the reward, whether that be taking on a stretch assignment,
beating sales goals or exceeding other key performance indicators.

3. Annual Bonus
The most common type of bonus is given annually based on an employee’s annual base
salary. Each employee is assigned a target bonus, in most companies, that reflects a possible
bonus at the end of the year. If the company or manager determines that an employee, a.k.a.
you, have achieved certain individual goals, the annual bonus will be given. The key here is
that the company or department needs to also achieve certain business performance results in
order for the annual bonus to be paid out.

As with most bonuses, the amount of the annual bonus or the percentage can vary between
departments and positions, and is determined by the company’s leadership and HR teams.
1.4 - 4 motivation theories will help to boost employee morale

Maslow’s theory of motivation

One of the earliest theories, and one that has had significant influence on organizational
psychology, is Abraham Maslow’s theory of human motivation. He first proposed this theory
formally in a research paper published in 1943.

You probably learned about Maslow’s hierarchy of needs in grade school science class in a
nifty pyramid diagram. Maslow theorized that human needs were hierarchical and “pre-
potent,” meaning one need must be met before we are motivated to fulfill the next need.

Below are the needs, in order of most basic to highest, along with some examples from the
workplace:

● Physiological: Food, water, warmth, sleep

● Safety: Safe place to work, financial stability, job security
● Love/belonging: Supportive boss, work friends, helpful coworkers
● Esteem: Awards, bonuses, formal recognition, promotions
● Self-actualization: This is the highest tier of Maslow’s pyramid, the ultimate goal: to
achieve your full potential. In the workplace, that might look like landing your dream
job or finding a sense of purpose in your work.

So according to Maslow’s theory, if a man were working for, say, a factory that had major
safety violations, he wouldn’t be focused on making friends at work or winning awards—he
would be worried about avoiding danger. Until his need for safety is met, he can’t strive for
higher needs.
When proposing his theory of motivation, Maslow was not specifically addressing the
workplace, but his theory can apply to it.

How Maslow’s theory of motivation can apply to your workplace:

1. Are you taking care of your employees’ physiological needs? This could look like
installing a water cooler, keeping the environment at a comfortable temperature,
stocking the office kitchen with snacks and making sure not to overwhelm your
employees with work they have to do after hours (and thus cutting into their sleep
time).
2. Are you making sure your employees feel safe? This might mean ensuring you’re
paying a fair wage so they can meet all their financial obligations, securing your
office building and ramping up a diversity and inclusion program.
3. How are you helping your employees achieve a sense of love and belonging? You can
help them by devising team building activities, providing training to managers to
ensure they’re supporting their direct reports and hosting fun activities for team
members to bond.
4. Are you providing for your employees’ esteem needs? Make sure you’re providing
timely and specific praise when someone does a good job; look into creating a formal
recognition program to reward top employees; or consider offering performance-
based bonuses.
5. How are you helping your team reach self-actualization? Focus on developing your
employees’ abilities to help them reach their full potential. This might mean providing
mentoring, sending them to workshops or covering tuition so they can return to
school.

Herzberg Motivation-Hygiene Theory (Two-Factor Theory)

In 1959, Frederick Herzberg and his colleagues published the book The Motivation to Work,
in which he proposed his Motivation-Hygiene theory.
Herzberg pointed out that job satisfaction and job dissatisfaction are not opposites of each
other, but rather, two separate categories altogether.

The factors that contribute to job satisfaction are related to the content of the job and are
called “motivators.” They include:

1. Task achievement
2. Recognition
3. Interest in the task
4. Occupational growth

The factors that contribute to job dissatisfaction relate to the context or environment in which
one must do their job. These are referred to as “hygiene” factors and include:

1. Company policy and administration

2. Supervision
3. Working conditions
4. Salary
5. Personal life
6. Status
7. Work relationships
8. Job security

How Herzberg’s Motivation-Hygiene Theory can apply to your workplace:

When considering the motivator factors that contribute to job satisfaction, ask yourself the
following:

1. Task achievement: Are you setting your employees up for success by assigning tasks
they are capable of achieving?
2. Recognition: Are you recognizing your employees for their achievements, either
through informal praise or a formal recognition program?
3. Interest in the task: Are you ensuring your workers are genuinely interested in the
tasks you’ve assigned them to do? Have you asked them what their interests are?
4. Occupational growth: Do you seek to promote those who have shown loyalty, talent
and interest? Do you give your team opportunities to develop their skills through
things such as mentorships, conferences and higher education?

When considering the hygiene factors that contribute to job dissatisfaction, ask yourself the
following:

1. Company policy and administration: Are your company policies clearly outlined
and available for your employees to read? Are your policies fair?
2. Supervision: Does your team feel supported by supervisors, or do they feel
micromanaged?
3. Working conditions: Do you provide a safe working environment for your
employees? Do they have the resources they need to be fully productive?
 4. Salary: Are you paying your employees a fair wage? Do you offer raises at regular
intervals?
5. Personal life: Do you promote work-life balance in your workplace? Are you
understanding of your employees’ needs regarding their family life?
6. Work relationships: How are you working to strengthen bonds within teams? Do
you encourage your managers to develop a supportive relationship with their direct
reports?

Vroom’s Expectancy Theory

In 1964, Victor Vroom published Work and Motivation in which he outlined expectancy
theory. In his book, Vroom describes workplace motivation as a “force” that is a function of
the following three variables:

1. Expectancy refers to how likely a person is to accomplish a goal if they try.

2. Instrumentality refers to how likely they are to receive an outcome/reward if they do
accomplish the goal.
3. Valence refers to how much satisfaction the person will derive from this
outcome/reward.

How you can apply expectancy theory to your workplace:

1. Let’s begin with expectancy, the likelihood that doing the work will lead to
successfully achieving a goal. If a worker doesn’t think they can reach a performance
goal, they won’t be motivated to put forth an effort. As a manager, you can boost
motivation in a few ways: by setting realistic goals, by assigning those tasks and
corresponding goals to the person most qualified to reach them and by building up
that worker’s self-confidence in the task.
2. When it comes to instrumentality, the likelihood that success in the task will lead to a
reward, it’s up to you as the manager to be clear about rewards and the performance
tied to receiving those rewards.

Lastly, you still need to consider valence, or the desirability of the reward to each person.
Someone might believe they can achieve a performance goal and know that they will receive
a reward for doing so—but if that reward has no value to them, they still won’t be motivated.

Edwin Locke’s goal-setting theory

In 1968, American psychologist Edwin Locke published his famous goal-setting theory,
which cited studies showing that:

1. Difficult goals lead to higher effort and performance than moderately difficult or easy
goals.
2. Specific, hard goals are better at maximizing performance than vague “do your best”
goals.

Later, Gary Latham teamed up with Locke as they continued to build upon his earlier goal-
setting theory research. In 1979, they published a paper of findings from field experiments
with logging crews. In it, they outline a three-step process for setting goals that enhance
motivation and performance:

1. Set the goal: Be specific, give it a time limit, and make it difficult, yet attainable.
2. Obtain goal commitment: As a manager, you may have goals in mind for your team,
but you still need them to accept and be committed to those goals. Locke and Latham
found that this required that the subordinates trusted their manager. To overcome
resistance to goals, Locke and Latham suggest providing more training to equip
employees with the skills to attain the goal and involving your team in setting their
own goals.
3. Provide support: This means making sure your team has everything they need to
succeed, such as skills, time, and feedback.

At the end of their paper, Locke and Latham add, “Goal setting is no panacea. It will not
compensate for underpayment of employees or for poor management.”

So when applying goal-setting theory to your workplace, make sure you do a broader analysis
of your company as a whole before thinking goals will fix everything. We recommend
revisiting Maslow’s hierarchy of needs and Herzberg’s two-factor theory first.

How you can apply Locke’s goal-setting theory to your workplace:

1. Challenge your team: It turns out, people like a challenge! Employees want to grow
and develop their skills. You’re not doing any favors by giving them tasks that are too
easy. Plus, as Locke found in his research, difficult goals inspire the highest levels of
performance.
2. Be specific: When giving instructions to your team when you assign a task, be
specific. Telling them to simply “do their best” doesn’t maximize performance, as it
doesn’t give them a clear idea of what they need to accomplish to successfully reach
the goal.

1.5 Types of Motivational Tools

Tools for motivating employees fall into two basic categories. The first is external or
extrinsic. These tools deal with physical or monetary rewards, such as bonuses or child care.
The second category is internal or intrinsic. These rewards meet a psychological or
personality need of employees, such as feelings of validation or pride in a job well done.
Although many companies focus on external motivators, addressing internal motivators is
equally important because external motivators tend to become less effective over time.

Example: Empowerment
Empowerment is an intrinsic motivator. Companies can empower employees by giving them
individual responsibilities and the authority to make at least basic decisions. They also can
motivate employees by encouraging them to be as creative and innovative as possible. These
techniques allow employees to feel like active participants in the company who are capable of
contributing something meaningful. When employees feel like they are part of the company,
they are more likely to move toward the company's objectives.

Example: Self-Improvement
Self-improvement allows employees to receive the training or classes they need to be better at
their jobs. This motivates employees in two ways. First, it shows employees the company
believes they are capable of achieving with additional skills or information. It also provides
information that often can inspire new concepts or products. Less common forms of self-
improvement could include opportunities for meditation or physical exercise, both of which
can make a person feel more mentally alert and prepared.

Example: Life Enhancement

Some employees underperform or resist company change or instructions because of things
happening in their lives. For example, a single mother trying to juggle work and parenthood
might appreciate flexible scheduling or the ability to work from home. Companies that
accommodate these factors may reduce stress for their employees and therefore get better
work results.

Bottom Line
Each employee is an individual with very different desires, needs and personality traits. What
motivates one employee will not necessarily motivate another. For this reason, companies
that want to motivate all employees have to get to know them and vary what motivators they
employ. Companies should not assume that external motivators are enough; they should use
internal motivators like praise and recognition in addition to traditional pay increases and
similar benefits.

Types of Motivational Tools and techniques

Motivated employees can lead to increased productivity and allow an organisation to achieve
higher levels of output. Imagine having an employee who is not motivated at work. They will
probably use the time at their desk surfing the internet for personal pleasure or even looking
for another job

1. Be positive

A negative atmosphere in the workplace can be toxic. It drags everyone down and decreases
productivity, preventing you from getting things done efficiently. Conversely, a great
motivation technique is to establish a positive environment.
Trust your employees and treat them with respect. Allow them to exchange ideas and
solutions to projects without fear of judgment. But don’t be afraid to give them feedback as
long as it will help them grow and be better employees. Celebrate victories and
accomplishments, as well as birthdays and other special occasions such as weddings. This
shows employees you value their lives outside of work, which they will remember and
appreciate.

2. Job security

Employees can be distracted if they feel that they don’t have job security. Instead of being a
productive member of your workforce, their heads are filled with thoughts of feeding their
families and paying their mortgages. Relieve them of this unnecessary stress by assuring
them their jobs are secure.
Take it a step further by giving them ownership of their work and offering training to stay on
top of the latest trends in their fields. Meet with them to learn more about their interests,
develop a career path, and formulate a plan to follow it. Provide advancement opportunities
to increase retention.

3. Flexibility

Worries about appointments and obligations outside of work can preoccupy employees and
leave them unengaged in their work. Flexible scheduling can be great motivation in the
workplace, whether it’s allowing employees the opportunity to work from home or floating a
lunch.
This is another thing that shows your employees that you value their lives outside of work
and you understand some things can’t be done outside of the workday. After all, furnaces
don’t break and pipes don’t burst only on the weekends. Allowing employees to work from
home while they wait for repair people means they don’t have to burn any of their personal
days and they don’t fall behind in their work. In addition to these perks, insist employees take
breaks. Research shows regular breaks boost productivity.

4. Encourage Collaboration
Peer motivation can be a very powerful method of motivating employees. Set up team
building exercises to allow people to get to know each other better, thus improving their
abilities to work with each other on projects.
Alternatively, create a healthy competition among peers. If done well, this will bring out the
best in your employees and serve as great motivation as they try to outdo each other. On the
other side of that, be sure to encourage collaboration, too. Some of your employees’ best
work could stem from tweaking an idea a colleague developed during a brainstorming
session. Support experimentation for innovative solutions and creations.

5. Let Them Lead

Motivating employees is not just about giving them vacation time-it's about showing them
they make a difference and are valued. Every time we have a meeting, whether large or small,
we let a different team member lead the conversation and the topics discussed. Not only can
they share their opinions and be heard this way, but they are motivated to make their words
and ideas happen afterwards.

6. Prioritize Work-Life Balance

We have a few fun incentives, like an in-office "phone booth" style machine that lets you
grab dollar bills. It's a fun little motivator that the sales team uses on a smaller scale.
Otherwise, it's also important to encourage employees to take vacation time. A culture that
prioritizes work-life balance, yields increased productivity and overall happiness in the
workplace.

7. Have an Open-Door Policy

It's amazing how a simple "please" and "thank you" fares with employees. We simply speak
to staff the way we would want to be spoken to. We also have an open-door policy when it
comes to suggestions and ideas. When employees feel that their voice matters, they in turn
feel confident about their positions in the company and that they have more at stake than just
a paycheck.

8. Good Management

More than 30% of employees leave their jobs because of bad management. That means any
other type of incentives you provide won’t be good enough if you don’t follow the rules of
good project management.
Set clear expectations for employees so they know what targets they are trying to reach and
what is not allowed. Give them attainable deadlines to show you respect them and their time.
Along the lines of giving them ownership of their work, don’t micromanage. No one likes to
feel like someone is hovering over their shoulders or watching their every move. Let them
showcase their talents. Most importantly, don’t forget to say thank you on a regular basis (not
just on holidays or during big projects).
Remember, what motivates you might not work for someone else, so it’s important to get to
know your workforce. Use anonymous surveys to keep your fingers on the pulse of your
business and find out what your employees value. Try to chart productivity based on the
incentives you offer to find out what works the best. It’s hard to find employee motivation
techniques that will work across the board for your business, but hopefully, these tips can
help you get started.

9. Create Recognition Rituals

At Convene, every management and executive meeting starts off with each department lead
recognizing someone from their team who has gone above and beyond for the company or a
client. This positive feedback loop motivates team members, and it holds management
accountable for staff recognition.

10. Offer Rewards

For some people, extrinsic motivation is the best way to get to them. This is when employees
work to achieve and get rewarded with positive results or avoid negative outcomes. One
example is working late to earn extra time off later.
Your rewards can be as big or as small as your budget allows, as long as employees know
they are working toward something. It can be a possible promotion, extra vacation time or a
bonus. For special projects, you could even offer a free trip. This not only provides an
incentive for employees, but it also shows your appreciation for their hard work.

11. Give Your Employees Purpose

I am able to motivate my employees by giving them a purpose. When you accomplish that,
they understand the vision better and are able to execute more strongly. In addition, by
understanding their purpose and the purpose of the business, an employee is better able to
understand how they fit into the big picture.

12. Radiate Positivity

I'm always pumping energy through the office. I'm really enthusiastic and want my staff to
feed off that positive energy. Because culture is so important to me, I play music, have fun,
joke around, and play games. We work hard, but we play hard too. You have to be in the
moment and high-energy all the time!

13. Set Smaller Weekly Goals

You want lofty ambitions, but set up smaller goals along the way to keep people in it. Rather
than make a billion this year, focus on getting 100 new customers this week-something that
will get you to that billion. Then reward the team for achieving the goal with an afternoon
off, a party, etc. They will see that your goals are realistic and everyone benefits from
working hard.

14. Let Them Know You Trust Them

If you let them know you trust and depend on them, they will fill those shoes sooner than you
think. A vote of confidence can go a long way. Let them know you trust them to do the best
job possible and they will rarely disappoint you.

15. Show Them the Bigger Picture

It's important that employees understand the bigger picture and can see how what they are
doing in the moment will eventually contribute to an end goal. Give them tasks and projects
to work on and make sure they understand how this fits into the big picture. Talented
employees will go above and beyond what you expect of them.

16. Be Transparent

I am very open with employees about what's happening at the highest level so there are no
surprises and everyone has a chance to ask questions and give feedback. I want employees to
feel included in big decisions and committed to the direction our company takes. This has
helped to sustain motivation and increased company loyalty and pride.

Literature Review

A literature review or narrative review is a type of review article. A literature review is a

scholarly paper, which includes the current knowledge including substantive findings, as
well as theoretical and methodological contributions to a particular topic. Literature
reviews are secondary sources, and do not report new or original experimental work.
Most often associated with academic-oriented literature, such reviews are found in
academic journals, and are not to be confused with book reviews that may also appear in
the same publication. Literature reviews are a basis for research in nearly every academic
field. A narrow-scope literature review may be included as part of a peer-reviewed
journal article presenting new research, serving to situate the current study within the
 body of the relevant literature and to provide context for the reader. In such a case, the
review usually precedes the methodology and results sections of the work.

Producing a literature review may also be part of graduate and post-graduate student
work, including in the preparation of a thesis, dissertation, or a journal article. Literature
reviews are also common in a research proposal or prospectus

A literature review is a comprehensive summary of previous research on a topic. The

literature review surveys scholarly articles, books, and other sources relevant to a particular
area of research. The review should enumerate, describe, summarize, objectively evaluate
and clarify this previous research. It should give a theoretical base for the research and help
you (the author) determine the nature of your research. The literature review acknowledges
the work of previous researchers, and in so doing, assures the reader that your work has been
well conceived. It is assumed that by mentioning a previous work in the field of study, that
the author has read, evaluated, and assimilated that work into the work at hand.

1] SUGANYA DEVI.P(2018) “A STUDY ON EMPLOYEE MORALE WITH SPECIAL

REFERENCE TO BUTTERFLY GANDHIMATHI APPLIANCE PVT LTD”.IN her
research she finds the management should treated all equally ,and should maintain the goals
and responsibilities to all ,management should appreciates the extra talents.

2] Shamih (2017) “THE EFFECT OF LOW MORALE AND MOTIVATION ON

EMPLOYEES’ PRODUCTIVITY & COMPETITIVENESS IN JORDANIAN
INDUSTRIAL COMPANIES”. His study aims to examine the effect of low morale and
motivation on employees’ productivity and competitiveness. Low productivity and loss of
competitiveness are outcomes of low morale and low motivation and may sometimes lead to
further undesired symptoms such as absenteeism and sabotage.
3] N.Hillary(2017) “THE EFFECT OF EMPLOYEE RELATION ON EMPLOYEE
MORALE AT ST. JOHN’S MEDICAL HOSPITAL, BENGALURU”.This paper studies
how employee relations as an impact on the morale of employees and what are the factors
that enable the employees to develop trust and faith on the organization and its employers in
Gthe organisation.

Research Methodology

3.1 Meaning

Research has been defined in a number of different ways, and while there are similarities,
there does not appear to be a single, all-encompassing definition that is embraced by all who
engage in it.

Another definition of research is given by John W. Creswell, who states that "research
is a process of steps used to collect and analyze information to increase our understanding of
a topic or issue". It consists of three steps: pose a question, collect data to answer the
question, and present an answer to the question.

The Merriam-Webster Online Dictionary defines research in more detail as "studious inquiry
or examination; especially: investigation or experimentation aimed at the discovery and
interpretation of facts, revision of accepted theories or laws in the light of new facts, or
practical application of such new or revised theories or laws’.

James Black and Dean Champion state ‘scientific research consists of obtaining information
through empirical observation information that can be used for the systematic development of
logically related proposition attempting to establish casual relation among variable.’

William C. Emory define ‘research is any organized inquiry designed and carried out to
provide information for solving a problem.’

One definition of research is used by the OECD, "Any creative systematic activity
undertaken in order to increase the stock of knowledge, including knowledge of man, culture
and society, and the use of this knowledge to devise new applications."

3.2 What is Research?

Definition: Research is defined as careful consideration of study regarding a particular

concern or problem using scientific methods. According to the American sociologist Earl
Robert Babbie, “research is a systematic inquiry to describe, explain, predict, and control the
observed phenomenon. It involves inductive and deductive methods.”
Inductive research methods analyze an observed event, while deductive methods verify the
observed event. Inductive approaches are associated with qualitative research, and deductive
methods are more commonly associated with quantitative analysis.
Research is conducted with a purpose to:
1. Identify potential and new customers
 2. Understand existing customers
3. Set pragmatic goals
4. Develop productive market strategies
5. Address business challenges
6. Put together a business expansion plan
7. Identify new business opportunities

3.3What are the characteristics of research?

1. Good research follows a systematic approach to capture accurate data. Researchers

need to practice ethics and a code of conduct while making observations or drawing
conclusions.

2. The analysis is based on logical reasoning and involves both inductive and deductive
methods.

3. Real-time data and knowledge is derived from actual observations in natural settings.

4. There is an in-depth analysis of all data collected so that there are no anomalies
associated with it.

5. It creates a path for generating new questions. Existing data helps create more
research opportunities.
6. It is analytical and uses all the available data so that there is no ambiguity in
inference.

7. Accuracy is one of the most critical aspects of research. The information must be
accurate and correct. For example, laboratories provide a controlled environment to
collect data. Accuracy is measured in the instruments used, the calibrations of
instruments or tools, and the experiment’s final result.

3.4 What is the purpose of research?

There are three main purposes:

1. Exploratory: As the name suggests, researchers conduct exploratory studies to

explore a group of questions. The answers and analytics may not offer a conclusion to
 the perceived problem. It is undertaken to handle new problem areas that haven’t been
explored before. This exploratory process lays the foundation for more conclusive
data collection and analysis.

2. Descriptive: It focuses on expanding knowledge on current issues through a process

of data collection. Descriptive studies describe the behavior of a sample population.
Only one variable is required to conduct the study. The three primary purposes of
descriptive studies are describing, explaining, and validating the findings. For
example, a study conducted to know if top-level management leaders in the 21st
century possess the moral right to receive a considerable sum of money from the
company profit.

3. Explanatory: Explanatory or causal research is conducted to understand the impact

of specific changes in existing standard procedures. Running experiments is the most
popular form. For example, a study that is conducted to understand the effect of
rebranding on customer loyalty.

3.5 RESEARCH PROCESS

1. Selecting the research area. You are expected to state that you have selected the research
area due to professional and personal interests in the area and this statement must be true. The
importance of this first stage in the research process is often underestimated by many
students. If you find research area and research problem that is genuinely interesting to you it
is for sure that the whole process of writing your dissertation will be much easier. Therefore,
it is never too early to start thinking about the research area for your dissertation.

2. Formulating research aim, objectives and research questions or developing hypotheses.

The choice between the formulation of research questions and the development of hypotheses
depends on your research approach as it is discussed further below in more details.
Appropriate research aims and objectives or hypotheses usually result from several attempts
and revisions and these need to be mentioned in Methodology chapter. It is critically
important to get your research questions or hypotheses confirmed by your supervisor before
moving forward with the work.

3. Conducting the literature review. Literature review is usually the longest stage in the
research process. Actually, the literature review starts even before the formulation of research
aims and objective; because you have to check if exactly the same research problem has been
addressed before. Nevertheless, the main part of the literature review is conducted after the
formulation of research aim and objectives. You have to use a wide range of secondary data
sources such as books, newspapers, magazines, journals, online articles etc.
4. Selecting methods of data collection. Data collection method(s) need to be selected on the
basis of critically analyzing advantages and disadvantages associated with several alternative
data collection methods. In studies involving primary data collection, in-depth discussions of
advantages and disadvantages of selected primary data collection method(s) need to be
included in methodology

5. Collecting the primary data. Primary data collection needs to be preceded by a great level
of preparation and pilot data collection may be required in case of questionnaires. Primary
data collection is not a compulsory stage for all dissertations and you will skip this stage if
you are conducting a desk-based research.

6. Data analysis. Analysis of data plays an important role in the achievement of research aim
and objectives. Data analysis methods vary between secondary and primary studies, as well
as, between qualitative and quantitative studies.

7. Reaching conclusions. Conclusions relate to the level of achievement of research aims and
objectives. In this final part of your dissertation you will have to justify why you think that
research aims and objectives have been achieved. Conclusions also need to cover research
limitations and suggestions for future research.

8. Completing the research. Following all of the stages described above, and organizing
separate chapters into one file leads to the completion of the first draft. The first draft of your
dissertation needs to be prepared at least one month before the submission deadline. This is
because you will need to have sufficient amount of time to address feedback of your
supervisor.

Research is the process of solving problems and finding facts in an organized way. Research
is done by applying what is known (if anything), and building on it. Additional knowledge
can be discovered by proving existing theories, and by trying to better explain observations.

3.5 TYES OF RESEARCH

1. PURE RESEARCH

Pure research involves developing and testing theories and hypotheses that are intellectually
challenging to the researcher but May or may not have practical application at the present
time or in the future. Thus such work often involves the testing of hypotheses containing very
abstract and specialized concepts.

2. APPLIED RESEARCH
Applied research is a methodology used to solve a specific, practical issue affecting an
individual or group. This scientific method of study and research is used in business,
medicine, and education in order to find solutions that may improve health, solve scientific
problems or develop new technology.

3. EMPIRICAL RESEARCH

Empirical research is defined as any research where conclusions of the study is strictly drawn
from concretely empirical evidence, and therefore “verifiable” evidence. This empirical
evidence can be gathered using quantitative market research and qualitative market research
methods.

4. SCIENTIFIC RESEARCH

Scientific research is the systematic investigation of scientific theories and hypotheses. A

hypothesis is a single assertion, a proposed explanation of something based on available
knowledge, for something yet to be explained. One that is subject to further experimentation.
 
5. HISTORICAL RESEARCH

Historical research is a qualitative technique. Historical research studies the meaning of past
events in an attempt to interpret the facts and explain the cause of events, and their effect in
the present events.

6. EXPLORATORY RESEARCH

Exploratory research is a research conducted for a problem that has not been studied more
clearly, intended to establish priorities, develop operational definitions and improve the final
research design. Exploratory research helps determine the best research design, data-
collection method and selection of subjects.

7. DESCRIPTIVE RESEARCH
Descriptive research is defined as a research method that describes the characteristics of the
population or phenomenon that is being studied. This methodology focuses more on the
“what” of the research subject rather than the “why” of the research subject.

8. CASUAL RESEARCH

Causal research, also called explanatory research, is the investigation of (research into) cause-
and-effect relationships. To determine causality, it is important to observe variation in the
variable assumed to cause the change in the other variables, and then measure the changes in
the other variables
3.4.1 Here is a comparative analysis for better understanding:

Exploratory Descriptive Research Explanatory Research

Research

Approach Unstructured Structured Highly structured

used

Conducted Asking questions Asking questions By using hypotheses.

through

Time Early stages of Later stages of decision Later stages of decision

decision making making making

Research begins by asking the right questions and choosing an appropriate method to
investigate the problem. After collecting answers to your questions, you can analyze the
findings or observations to draw reasonable conclusions.
When it comes to customers and market studies, the more thorough your questions, the better
the analysis. You get essential insights into brand perception and product needs by
thoroughly collecting customer data through surveys and questionnaires. You can use this
data to make smart decisions about your marketing strategies to position your business
effectively.

3.5 Types of research methods and example

Research methods are broadly classified as Qualitative and Quantitative.
Both methods have distinctive properties and data collection methods.

Qualitative methods

Qualitative research is a method that collects data using conversational methods, usually
open-ended questions. The responses collected are essentially non-numerical. This method
helps a researcher understand what participants think and why they think in a particular way.

Types of qualitative methods include:

1. One-to-one Interview
2. Focus Groups
3. Ethnographic studies
4. Text Analysis
5. Case Study

Quantitative methods

Quantitative methods deal with numbers and measurable forms. It uses a systematic way of
investigating events or data. It answers questions to justify relationships with measurable
variables to either explain, predict, or control a phenomenon.

Types of quantitative methods include:

1. Survey research
2. Descriptive research
3. Correlational research
Remember, research is only valuable and useful when it is valid, accurate, and reliable.
Incorrect results can lead to customer churn and a decrease in sales.
It is essential to ensure that your data is:
a. Valid – founded, logical, rigorous, and impartial.
b. Accurate – free of errors and including required details.
c. Reliable – other people who investigate in the same way can produce similar results.
d. Timely – current and collected within an appropriate time frame.
e. Complete – includes all the data you need to support your business decisions.

3.6 Data Sources

Data collection is the process of gathering and measuring information on targeted variables in
an established system, which then enables one to answer relevant questions and evaluate
outcomes. Data collection is a research component in all study fields, including physical and
social science, humanities, and business. While methods vary by discipline, the emphasis on
ensuring accurate and honest collection remains the same. The goal for all data collection is
to capture quality evidence that allows analysis to lead to the formulation of convincing and
credible answers to the questions that have been posed.

Following are the two sources of data:

1. Primary Data
2. Secondary Data

3.6.1 What is Primary Data?

Primary data is a type of data that is collected by researchers directly from main sources
through interviews, surveys, experiments, etc. Primary data are usually collected from the
source—where the data originally originates from and are regarded as the best kind of data in
research.

Primary data may be collected either through observation or through direct communication
with respondents in one form or another through personal interviews. There are several ways
of collecting primary data.

These may be:

(i) Observation method,
(ii) Interview method,
(iii) Questionnaire method, and
(iv) Schedule method.

i. Observation Method:

In observation method, the information is sought by way of investi-gator’s own direct

observation without asking from the respondent. The main advantage of this method is that it
is free from subjective biasness, as it is free from respondent’s willingness. It is, however, an
expensive and time consuming method. Moreover, the information provided by this method
is very limited and some of the more busy people like executives may not be accessible to
direct observation.

ii. Interview Method:

Primary data may be collected either through personal interviews or through telephonic
interviews.

iii. Questionnaire Method:

In this method a questionnaire is mailed to the person concerned with a request to answer the
questions and return the questionnaire. This method is most extensively applied in various
researches of human and economic geography.

iv. Schedule Method:

This method of data collection is very much like the collection of data through
questionnaires, with little difference that lies in the fact that schedules (proforma containing a
set of questions) are being filled in by the enumerators who are specially appointed for this
purpose. Enumerators explain the aims and objects of the investigation and also remove the
difficulties which any respondent may feel in understanding the implications of a particular
question.

3.6.2 What is Secondary Data?

Secondary data is the data that has already been collected through primary sources and made
readily available for researchers to use for their own research. It is a type of data that has
already been collected in the past.

A researcher may have collected the data for a particular project, then made it available to be
used by another researcher. The data may also have been collected for general use with no
specific research purpose like in the case of the national census.
Following are popularly used secondary research methods and examples:

1. Data available on the internet:

One of the most popular ways of collecting secondary data is using the internet. Data is
readily available on the internet and can be downloaded at the click of a button.

2. Government and nongovernment agencies:

Data for secondary research can also be collected from some government and non-
government agencies. For example, US Government Printing Office, US Census Bureau, and
Small Business Development Centers have valuable and relevant data that businesses or
organizations can use.

3. Public libraries:
Public libraries are another good source to search for data for secondary research. Public
libraries have copies of important research that were conducted earlier. They are a storehouse
of important information and documents from which information can be extracted.

4. Educational Institutions:
Importance of collecting data from educational institutions for secondary research is often
overlooked. However, more research is conducted in colleges and universities than any other
business sector.

5. Commercial information sources:

Local newspapers, journals, magazines, radio and TV stations are a great source to obtain
data for secondary research. These commercial information sources have first-hand
information on economic developments, political agenda, market research, demographic
segmentation and similar subjects.

Key Differences between Primary Research and Secondary Research

Primary Research Secondary Research

Research is conducted first hand to obtain Research is based on data collected from
data. Researcher “owns” the data collected. previous researches.

Primary research is based on raw data. Secondary research is based on tried and
tested data which is previously analyzed
and filtered.
The data collected fits the needs of a Data may or may not be according to the
researcher, it is customized. Data is requirement of a researcher.
collected based on the absolute needs of
organizations or businesses.

Researcher is deeply involved in research to As opposed to primary research, secondary

collect data in primary research. research is fast and easy. It aims at gaining
a broader understanding of subject matter.

Primary research is an expensive process Secondary research is a quick process as

and consumes a lot of time to collect and data is already available. Researcher should
analyze data. know where to explore to get most
appropriate data.

Objective of the project

1. To assess the level of morale of the employees of J.P. Morgan.

 2. To find the various factors leading to employees morale in the organization.

3. To evaluate the impact of employee morale on their efficiency.

4. To suggest measures for improve morale of the employees of organization.

Data Analysis and Interpretation

5.1 What is Data Analysis?

Data analysis is defined as a process of cleaning, transforming, and modeling data to discover
useful information for business decision-making. The purpose of Data Analysis is to extract
useful information from data and taking the decision based upon the data analysis.
 A simple example of Data analysis is whenever we take any decision in our day-to-day life
is by thinking about what happened last time or what will happen by choosing that particular
decision. This is nothing but analyzing our past or future and making decisions based on it.
For that, we gather memories of our past or dreams of our future. So that is nothing but data
analysis. Now same thing analyst does for business purposes, is called Data Analysis.

e process consists of:

Data Requirement Gathering. Ask yourself why you’re doing this analysis, what type of
data analysis you want to use, and what data you are planning on analyzing.

Data Collection. Guided by the requirements you’ve identified, it’s time to collect the data
from your sources. Sources include case studies, surveys, interviews, questionnaires, direct
observation, and focus groups. Make sure to organize the collected data for analysis.

Data Cleaning. Not all of the data you collect will be useful, so it’s time to clean it up. This
process is where you remove white spaces, duplicate records, and basic errors. Data cleaning
is mandatory before sending the information on for analysis.

Data Analysis. Here is where you use data analysis software and other tools to help you
interpret and understand the data and arrive at conclusions. Data analysis tools include Excel,
Python, R, Looker, Rapid Miner, Chartio, Metabase, Redash, and Microsoft Power BI.

Data Interpretation. Now that you have your results, you need to interpret them and come
up with the best courses of action, based on your findings.

Data Visualization. Data visualization is a fancy way of saying, “graphically show your
information in a way that people can read and understand it.” You can use charts, graphs,
maps, bullet points, or a host of other methods. Visualization helps you derive valuable
insights by helping you compare datasets and observe relationships.

1. How long are you working for your current employer?

Segment No. Years Years Percentage

1 0-3 44 80%
 2 3-6 5 15.5%

3 6+ 1 4.5%

From the above graph it is clear that only 80% from the respondents are in the company for
the last three years whereas, 20% have between three and six years, which means the
turnover in the Maldron Hotels is higher. This is a great loss for the company, given the fact
that it has spent a lot of resources to perfect the skills of these employees, only to have them
leave the company and render their services to competitors. From the qualitative data the
Senior Managers reported that they do not have a high turnover in staffing, only one general
Manager admitted that he has an average of 35 persons leaving each year.

2. How do you rate your working conditions?

Frequency Percent
 Below Average 2 2%
Average 30 50%
Above Average 13 23.40%
Excellent 5 24.60%
Total 50 100.00

Herzberg purports that: the hygiene factor can have a great impact on employee motivation.
Working conditions are also supported by Maslow as a factor of motivation. A total of 98%
of respondents believe that their conditions are average and above. So, we can notice that
according to Maslow, these needs are being met by the hotels. The qualitative findings
indicate that, two senior managers identified working conditions as a contributing
motivational factor.

3. feeling secured in your job?

Frequency Percent
 Below Average 1 0.5%
Average 39 79%
Above Average 2 2.5%
Excellent 8 6%
Total 50 100.00

Job security seems to be an important factor, technique in the hospitality industry as 79.5%
from the respondents either strongly agree or agree the importance of it. Maslow stated that
once our physical needs are met we will turn our attention to ensure our bodily and mental
Safety

4. How well do you feel you are paid for your current employer?

Frequency Percent
 Below Average 38 55%
Average 8 35%
Above Average 2.5 7%
Excellent 1.5 3%
Total 50 100.00

Vroom on the expectancy theory identify that employees measure their inputs versus their
output or employee’s level of effort which can have an impact on their motivation. 55% from
the respondents positioned their remuneration as below average, which indicates that they
would consider departing the company to seek increased pay or benefits and 35% from them
positioned their remuneration as being average.

5. Recognition of your work is important for you and affects your performance?

Work Recognition

Frequency Percent
 Strongly Agree 1 25%
Agree 39 69%
Disagree 2 2%
Strongly Disagree 8 4%
Total 50 100.00

Recognition is also one of the techniques that managers use to improve performance and to
increase motivation. 94% from the correspondents says that they agree or strongly agree that
recognition is really important. They really mean that the managers need to provide the things
that get people activated and influence individuals to engage in the desired behaviour. From
the qualitative data, the managers suggested that recognition is one of the techniques used by
them in order to motivate their staff as with new or more difficult tasks. Two of them said
using the technique of job chat twice per year, so he can improve the performance individual
by offering more training and experience to move up, so that person will have new skills and
becomes more valuable for the team as a whole

6. Do you receive informal feedback on your performance?

Percent Frequency
 Never 0 0
Once a year 50 29
Twice a year 15.5 15
Once a month 3.3 4
Weekly 1.2 2
Total 50 50

Goal setting theory stated by Locke and Lutham assure that goals and feedback work together
to As we can see from Figure 9, 70% from the respondents state that they are receiving an
informal feedback once per year, which is supported by the Senior Managers, two of them are
confirming that they are offering feedback to their employers trough job chat technique. Two
of the Managers, reported that they feel that recognition and feedback are important
es for employee motivation. Moreover, they mentioned that feedback must be rapid both
positive to praise motivation and constructive to correct poor motivation and performance.

7. Does the company provide opportunities to further develop its employees,

both professionally and personally?
 Frequency Percent
Strongly Agree 34 65.5%
Agree 10 24%
Disagree 2 3.3%
Strongly Disagree 4 7.2%
Total 50 100.00

65.5% from the respondents strongly agree and 24% from them agree that they do have
opportunities to train and to develop their skills in their perspective role. From the qualitative
data, two of the Managers reported that training is a great technique and is a necessity for
future business development. Above all, they acknowledge how important training is outside
business as well, in both external professionals institutions, off-site industry training and
identify how this does improve motivation of their employees. Maslow, in his theory also
supported the opportunities to train and to progress as being a motivational technique.
8. Does the company support you in balancing your personal life?

Frequency Percent
 Strongly Agree 3 10.3%
Agree 5 20%
Disagree 35 53%
Strongly Disagree 7 16.7%
Total 50 100.00

Company support of work-life balance is aligned to hygiene factors and is proposed by

Herzberg to increase employee motivation. This technique is important from an employee’s
perspective when judging the company support towards a balance work and personal life.
Interestingly, 30.3% of respondents either strongly agree or agree that the company supports
them in their work-life balance. The qualitative interviews reveal that 2 of the Senior
Managers are trying to balance as much as they can the rosters, sometimes they are trying to
do their best as their employee are studying or have families. However, most of them
maintained it was possible to facilitate work life balance requests once the needs of the
business were not affected. Having said that, one of the managers said that business is
coming first and after that the individual needs, as we can see from the quantitative
questionnaires 60.7% of the respondents aren’t happy with regards to their schedule from the
hospitality industry
9. How would you describe the relationship with Top Management in your
company?
 Frequency Percent
Below Average 2 10%
Average 30 56%
Above Average 11 20%
Excellent 7 14%
Total 50 100.00

34% from the respondents feel they have an excellent or above average relationship with the
top management, whereas 56% from them describe their relationship with high level
management as average. From the qualitative data collection analysis, it is evident that four
Senior Managers differentiate between middle-managers and all staff, trough effective
communication and involvement in company plans. One could therefore assume that
interaction between Senior Managers and Middle Managers has a direct effect on how
Middle Management respondents view their relationship with high level management.
10. Do you feel that your work is valued by the company?

Frequency Percent
 Strongly Agree 15 30%
Agree 18 40%
Disagree 10 18%
Strongly Disagree 7 12%
Total 50 100.00

70% from the respondents agree or strongly agree that their work is valued by the company,
whereas only 12% disagree this fact. From these results we can notice that the employees
from Maldron Hotel seem to be valued by the company which is a benefit in order to increase
motivation. The benefit of employees feeling that their work is valued by the company is
supported by the motivational theory of Herzberg. One Senior Manager, reported that ‘feeling
loved’ and ‘cared for’ is a technique for employer motivation.
11. Does the company communicate effectively its vision, strategy and plans to
their employees?
 Frequency Percent
Strongly Agree 17 36%
Agree 23 42%
Disagree 7 14%
Strongly Disagree 3 8%
Total 50 100.00

78% from the respondents feel that the company does communicate its strategy plans to
them, whereas when examining the qualitative response from two of the Senior Managers,
they reported that this is only discussed at management level and will filter through heads of
the departments to staff but they are not involved in the communication reciprocal process of
the vision and strategy of their business. One of the Senior Managers mentions that the
communication between company and all the employers has improved later. The
communication process is vital to the company’s success and the vision plus future plans
need commitment from employees and employee contribution to be successful. Whereas the
last Manager reported that they have a great communication between top management and all
staff, she gave the example of the Road Show where the CEO of the company came and
explain its rebranding system to all the staff.
12. Rate the statement “Top Management is interested in motivating the
employees”?
 Frequency Percent
Strongly Agree 4 23%
Agree 23 37%
Disagree 6 11%
Strongly Disagree 17 28%
Total 50 100.00

60% from the respondents strongly agree or agree that they are feeling motivated by the Top
Management, whereas 28% feel that they are not motivated which is concerning. From the
qualitative data the Top Management reported that their staff is motivated. One of the
managers reported that the chain had a survey and their results were positive. Seems to be
place for improvement and more motivation techniques should be adopted by the chain, in
motivating.

13. Do you plan to remain working for your company in the foreseeable future?
 Frequency Percent
Yes 35 75%
No 15 25%
Total 50 100

84% of respondents plan to remain working for their company in the

foreseeable future. This is a very positive response and illustrates a stable
environment in the industry. Three of the Senior Managers also report a very
low turnover in staffing, supporting this response rate. One of the Senior
Manager, reported that he has thirty five persons leaving each year, due to
the new opportunities that arise on the market and due to the training.

14. List of approaches to motivate?

 Factors Total Percentage (%)
Awards 36 36
Rewards 28 28
Recognition 14 14
Promotional Channels 22 22
Total 100 100

Interpretation:

From the above 36% of respondents are satisfied that the organisation has to be
identify the performance of an employee by providing the awards, 28% of
respondents are in the organisation has to be identify the performance of an
employee by providing there awards

Conclusion
Employee motivation is very important for a successful organisation, so the company should
focus on it in order to stay competitive in the market and avoid some problems such as
employee high turnover that will affect the business. Thus, effective motivational techniques
should be practiced at the workplace.

Through this study, companies will be able to understand better ways to motivate employees
and the importance of employee motivation at the workplace. As a result, the job satisfaction
of employees will increase then they will get motivated at the workplace. The result from this
study had shown that motivator factors such as achievement, recognition, responsibilities and
advancement play an important role in motivating employees at the workplace.

Morale is psychological concept. Morale is not a cause but rather the effect or result of many
going awry. Morale drifters from person to person, industry to industry, level of education
age, nature of work etc. Morale may be range from very high to very low.

By this study it is clear that various faction which influences morale and productivity of the
employees each as Social Security measures, welfare facilities, salary status, Bonus, heath
condition, shift system and recognition of work are getting much importance.

To conclude employee morale plays very important role in every organization. Good
employee morale helps to success of the organization. Unless an employee has poor morale if
always a possibility of employee disharmony and also affect smooth running of the
organization.

SUGGESTION
To improve the level of Employee Morale, it is better to consider following suggestion.

1. Management should reduce the work load of the employees.

2. It will be more effective if the management take the steps to introduce suggestion scheme
system for the employees.

3. The management should pay reasonable wage and allowance to the employees.

4. It is better the management should recognize the needs of employees and encourages
employees special talents.

5. It will be better if the management provides incentives to employees so it will boost in

their morale and productivity.

6. Supervisors should maintain coordinal relationship with workers and offers recognitions of
the employee efforts and provide needed guidance to workers.

7. It will be better if management provide performance and potential appraisal in regularly.

8. The management should provide opportunities for career development.

9. It will better if management given performance awards to employees.

Findings
By the study it is found that:

1. Majority of the respondents are satisfied with working environment health, security, safety,
welfare measures and leave and holidays facilities.

2. Majority of the respondents are having very good relationship with fellow workers
supervisors and staffs of other department.

3. Majority of the respondents have opinion that they are not getting recognition from their
supervisor when they are fulfilling the work. It is may demotivated to employees in the
organization.

4. Majority of the respondents expressed that they have heavy work load in the organization.

5. Majority of the respondents are happy to work as an employee in the organization. It is

shows there level of morale.

Bibliography

1. Employee Of J.P.Morgan
2. Internet Sources

3. Wikipedia

Annexure

Questionnaire
1. How long are you working for your current employer?

2. How do you rate your working conditions?

● Below Average
● Average
● Above Average
● Excellent

3. feeling secured in your job?

● Below Average
● Average
● Above Average
● Excellent

4. How well do you feel you are paid for your current employer?

● Below Average
● Average
● Above Average
● Excellent

5. Recognition of your work is important for you and affects your

performance?

● Strongly Agree
● Agree
● Disagree
● Strongly Disagree

6. Do you receive informal feedback on your performance?

● Never
● Once a year
● Twice a year
● Once a month
● Weekly

7. Does the company provide opportunities to further develop its

employees,both professionally and personally?
 ● Strongly Agree
● Agree
● Disagree
● Strongly Disagree

8. Does the company support you in balancing your personal life?

● Strongly Agree
● Agree
● Disagree
● Strongly Disagree

9. How would you describe the relationship with Top Management in

your company?

● Below Average
● Average
● Above Average
● Excellent

10.Do you feel that your work is valued by the company?

● Strongly Agree
● Agree
● Disagree
● Strongly Disagree

11.Does the company communicate effectively its vision, strategy and

plans to their employees?

● Strongly Agree
● Agree
● Disagree
● Strongly Disagree

12.Rate the statement “Top Management is interested in motivating

the employees”?

● Strongly Agree
● Agree
● Disagree
● Strongly Disagree
13.Do you plan to remain working for your company in the
foreseeable future?

● Yes
● No

14.List of approaches to motivate?

● Awards
● Rewards
● Recognition
● Promotional Channels