A Project Report on

“A STUDY ON EMPLOYEE MOTIVATION IN ORGANISATION”

By

SHAIMA
Hall-Ticket No: 1401-21-672-055
Submitted in partial fulfillment for the award of the Degree of
MASTER OF BUSINESS ADMINISTRATION

Offered by

Osmania University, Hyderabad -500007

Under the guidance of

MD RUKUNUDDIN SIDDIQUI
(Associate Professor)

AL-QURMOSHI INSTITUTE OF BUSINESS MANAGEMENT

Affiliated to Osmania University, Hyderabad -500005
2021-2023
 DECLARATION

I hereby declare that this Project Report titled “A STUDY ON

EMPLOYEE MOTIVATION IN ORGANISATION” Submitted by

me to the Department of Business Management, O.U., Hyderabad, is a

bonafide work undertaken by me and it is not submitted to any other

University or Institution for the award of any degree diploma / certificate

or published any time before.

SHAIMA

Hall-ticket No: 1401-21-672-055

Place: Hyderabad.
MD RUKUNUDDIN SIDDIQUI
(Associate Professor)

Date: 06-Jun-2023

CERTIFICATE

This is to certify that the Project Report title ““A STUDY ON

EMPLOYEE MOTIVATION IN ORGANISATION” Submitted
in partial fulfillment for the award of MBA Programme of Department of Business
Management, O.U. Hyderabad, was carried out by SHAIMA under my guidance.
This has not been submitted to any other University or Institution for the award of any
 degree/diploma/certificate.

MD. RUKUNUDDIN SIDDIQUI

(Associate Professor)
Project Guide

Managed by: Al-Qurmoshi Educational Society

# 18-11-26/7 Jamal Banda, Barkas, Hyderabad-500 005 Phone +91 (40) 24442443 +91 (40) 24443422
Website: www.alqurmoshi.org

ABSTRACT
Employee motivation plays a critical role in enhancing productivity, job satisfaction, and
overall organizational success. Understanding the factors that motivate employees is crucial
for organizations seeking to create a positive work environment and maximize employee
engagement. This abstract provides an overview of employee motivation, its significance in the
workplace, and various theories and strategies employed to foster motivation.
The abstract begins by discussing the concept of motivation and its relevance to employees.
Motivation refers to the internal and external factors that drive individuals to take action, set
goals, and strive for achievement. In the workplace, motivated employees exhibit higher levels
of performance, increased job satisfaction, and stronger commitment to the organization's
goals.
Next, the abstract explores several prominent theories of motivation, including Maslow's
Hierarchy of Needs, Herzberg's Two-Factor Theory, and Expectancy Theory. Maslow's
Hierarchy of Needs suggests that individuals are motivated by a hierarchical set of needs,
ranging from basic physiological needs to self-actualization. Herzberg's Two-Factor Theory
distinguishes between hygiene factors (e.g., salary, job security) and motivators (e.g.,
recognition, responsibility), emphasizing the importance of intrinsic factors for long-term
motivation. Expectancy Theory proposes that individuals are motivated when they believe their
efforts will lead to desirable outcomes.
The abstract then delves into various strategies employed by organizations to enhance
employee motivation. These strategies include providing meaningful and challenging work,
offering competitive compensation and benefits, recognizing and rewarding employee
achievements, fostering a supportive work environment, promoting work-life balance, and
encouraging career development opportunities. Moreover, it highlights the significance of
effective leadership in motivating employees and creating a positive organizational culture.
Furthermore, the abstract addresses the impact of technology on employee motivation. With
the advent of remote work and digital platforms, organizations need to adapt their motivational
strategies to accommodate the changing dynamics of the modern workplace. It explores how
technology can be leveraged to promote virtual collaboration, provide flexible work
arrangements, and offer personalized incentives to enhance employee motivation.
In conclusion, this abstract emphasizes the importance of employee motivation in driving
organizational success.

ACKNOWLEDGEMENT

A successful and satisfactory completion of any project is the outcome of

invaluable and aggregate contribution of personal skill in the radical direction
and the guidance of the concerned Authorities. Even the best efforts are
wasted without a proper guidance and advice. The success of any project is
the result of hard work, dedication and the support of the well wishers. It is
our proud privilege to express our sincere gratitude to all those who helped us
directly or indirectly in completion of this project report. We are greatly
indebted to Associate Professor for his support, guidance and valuable
suggestions by which this work has been completed effectively and
efficiently. These all contributions are of immense value.

Last but not least, we are indebted to those people who indirectly contributed
 and without them this work would not have been possible. Endeavour has
been made to make the project error free yet, we apologize for the mistakes.

(SHAIMA)

Table of Contents

CONTENTS PAGENUMBERS

List of Figures and Tables.........................................................................i

List of Abbreviation & Glossary..............................................................ii

1. INTRODUCTION OF RESEARCH STUDY.............……………………..1

2. RESEARCH METHODOLOGY............………………………………….11

3. REVIEW OF LITERATURE............……………………………………...18

4. THEORETICAL FRAMEWORK…………………………………21

5. COMPANY PROFILE. .……………………………………………40

6. RESEARCH DATA ANALYSIS AND INTERPRETATION..........……51

7. RESEARCH FINDING AND CONCLUSIONS............…………………68

8. SUGGESTIONS AND RECOMMENDATIONS............………………..72

9. BIBLIOGRAPHY.…………………………………………………77

10. APPENDICES ……………………………………………………..79

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CHAPTER-1

INTRODUCTIO N
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INTRODUCTION
Today to remain standing in these competitive world business needs both to increase their
employee’s motivation and to be in effort of continues development of their business
facilities.

Global business environment if fast changing and the organizations which are adaptable
to the change are the one going to survive. Organizations need to frame strategies in order
to endure the challenging competition, and the one which are able to survive will be able
to sustain longer than others. One of the greatest challenges organizations face today is
how to manage turnover of work force that may be caused by migration of a lot of
industrial workers.

MOTIVATION

Motivation is the word derived from the word 'motive' which means needs, desires, wants
or drives within the individuals. It is the process of stimulating people to actions to
accomplish the goals. In the work goal context, the psychological factors stimulating the
people's behaviour can be - desire for money success.

EMPLOYEE MOTIVATION

Employee motivation is defined as the level of energy, commitment, persistence, and

creativity that a company's workers bring to their jobs. It goes without saying
that higher employee motivation leads to better engagement and productivity.

 The motivation of the employees has a direct connection not only with the performance
of the employees but also with the performance of the organization.
 It is important to offer constant motivation to the employees so that the better
performance of the employees can be seen each time and the organization can be
benefitted with great results and profit.
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IMPORTANCE OF EMPLOYEE MOTIVATION

Motivating your employees is vital to any business. A motivated workforce means a
highly productive staff, all of which will help you achieve your business goals. And this
should be a main objective in your organization and business plan.

• Before you build a motivational strategy, the first step you need to take is to
understand what motivates your employees. What drives them to their peak performance
will better help you develop programs that both motivate and retain the best employees
for your business.

• While not every employee will be motivated by the same thing, focusing on a list
of key motivating programs can help. Your plan can include everything from monetary
incentives, rewards and recognitions, building programs that support work-life balance,
to simply creating a fun, relaxed office environment. The opportunities are endless and
the reward substantial.

• Employee incentive programs are one of the easiest ways to incentivize your
workforce. While note very program needs to be monetary in nature, should you have
limited budgets, the end results are the same employees become more motivated when
they are recognized and rewarded for good work.

• These types of programs could include anything from bonus pools, rewards
recognitions such as "Employee of the Month", to spotlighting employees on corporate
websites or internal intranets. All will make employees feel connected and part of the
success of the business.

• Many employers leave feedback for their annual reviews alone this can be
detrimental. Employees need to feel recognized and appreciated, and taking time out to
give a simple" thanks" for a job well done is another strong employee motivator.
Frequently acknowledge good work.

• Employees want to feel that they are good at their jobs they seek face-to-face
feedback from their managers. This should also include constructive criticism needed to
address issues and help employees perform their jobs more effectively. While conducting
formal reviews should be part of your on-going strategy, periodic reviews and impromptu
sessions will provide your employees with the feedback they need to succeed.
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• Employees want to feel that they are being heard, and more so in team
environments. Encourage feedback. This will help them feel that their opinions matter
and they have a role in defining the success of your business.

• Set a positive tone. The tone of any company begins at the top and trickles down.
It’s your job to inspire your employees to have and create a positive environment. This
can be accomplished by employing simple techniques from asking your receptionist to
greet everyone with a smile, to encouraging employees to express their ideas openly.
• The importance of employee motivation cannot be down-played. Ultimately when
employees are motivated this increases productivity, lowers turnover, and improves overall
performance.

BENEFITS:
There are several reasons why employee motivation is important. Mainly because it
allows management to meet the company’s goals Without a motivated workplace,
companies could be placed in a very risky position.

Motivated employees can lead to increased productivity and allow an organisation to

achieve higher levels of output.

Employee motivation is highly important for every company due to the benefits that it
brings to the company. Benefits include:

• Increased employee commitment: When employees are motivated to work, they

will generally put their best effort in the tasks that are assigned to them.

• Improved employee satisfaction: Employee satisfaction is important for every

company because this can lead towards a positive growth for the company.

• On-going employee development: Motivation can facilitate a worker reaching

his/her personal goals, and can facilitate the self-development of an individual. Once that
worker meets some initial goals, they realize the clear link between effort and results,
which will further motivate them to continue at a high level.
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• Improved employee efficiency: An employee’s efficiency level is not only based

on their abilities or qualifications. For the company to get the very best results, an
employee needs to have a good balance between the ability to perform the task given and
willingness to want to perform the task. This balance can lead to an increase of
productivity and an improvement in efficiency.

TYPES OF MOTIVATION:
Motivation can be divided on two bases:-

On the basis of in the basis of

Nature pproach

Monetary or Financial
Intrinsic

Extrinsic Non-Monetary or Non-

• INTRINSIC MOTIVATION: -

Intrinsic motivation occurs when people are internally motivated to do something

because it either brings them pleasure, they think it is important, or they feel that why
they are learning is morally significant.

It includes the following motives:

⟶ Hunger
⟶ Relief of pain
⟶ Sleep etc.
⟶ Internal fears
⟶ Psychological needs
⟶ Internal desirers etc.

• EXTRINSIC MOTIVATION:
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Motivation is common and it drives most workers to perform job duties. The external
motivating forces are often reward based. For example, perfuming at work is driven by
compensation and monetary value. Motivation and Performance. It includes the following
motives:
⟶ Incentives

⟶ Bonus
⟶ Allowances etc.

OTHER TYPE OF MOTIVATION–Incentives

There are two types of incentive motivation:

INCENTIVES MOTIVATION

FINANCIAL INCENTIVES NON-FINANCIAL IINCENTIVES

Stock Carrier Advancement

Profit sharing Employee’s recognition

Raises Organization Climate

Bonus

• MONETARY OR FINANCIAL INCENTIVES

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⟶ STOCK OPTIONS: When you grant your employees stock options, you give them
the right to purchase company’s stock at a fixed price.

⟶ PROFITSHARING: Companies that have profit- sharing program set as idea

percentage of their employees. The better company does, the higher profit and the more
money employee will receive.
When employee has financials take in the company, they tend to work harder and smarter.

⟶ RAISES: In most companies, raises are a once – a- year event greatly anticipated by
employees. The amount generally varies depending on the individual’s performance and
the philosophy of the company.

⟶ BONUSES: Bonuses occur one time per year or at a certain number of predetermine
times each year.

• NON MONETRAY OR NON-FINANCIAL INCENTIVES:

⟶ CAREER ADVACEMENT: Give them guideline how they can use their skills to
enhance their carrier.

⟶ EMPLOYEE RECONGINTION: Recognitions can do much better than money. Let

employee know their work is appreciated.

⟶ ORGANISATION CLIMATE: Take employee on a lunch, clean working

environment. It shows employer actually Do care about employee’s wants and health.

MOTIVATION PROCESS:
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The motivation process progresses through series discrete steps. Needs are the starting
point of motivation. An unsatisfied need creates tension that stimulates drives within the
individuals, the action taken by the individual will lead to the rewards which satisfied the
need and reduce tension

Unsatisfied
Tension Driv
d

Reduction Satisfied Search

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1. UNSATISFIED NEED: -
Motivation process begins where there is an unsatisfied need in a human being.

2. TENSION: -

The presence of unsatisfied need gives him tension.

3. DRIVE: -
This tension creates an urge of drive in the human being and he starts looking for various
alternatives to satisfy the drives.

4. REDUCTION OF TENSION: -
After fulfilment of the need the human beings get satisfied and his tension gets reduced.

5. SATISFIED NEEDS: -
After behaving in a particular manner for a long time then he evaluates that whether the
needs is satisfied or not.

6. SEARCH BEHAVIOR: -
After searching for alternatives, the human being starts behaving according to the chosen
options.

HOW TO INCREASE EMPLOYEE MOTIVATION:

Here are three immediate tips to increase employee motivation in workplace

• IMPROVE COMMUNICATION:

The easiest way to increase employee motivation is by having positive communication at

the workplace. Not relying only one mail but by making sure they talk to their employees
in person and even on a personal level, if possible. Try setting aside sometime each day
to talk with employees or you can join them during coffee breaks instead of sitting at
your desk. By doing so, you actually make employees feel as though you are part of the
team; a leader instead of just the boss. Employees also want to see the company that they
are working for succeed. Many have excellent ideas, ranging from money saving to
operational improvements. Management must make an effort to take some time to ask
and listen to suggestions. Nothing is more worthwhile than feeling valued
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• VALUE INDIVIDUAL CONTRIBUTIONS: Management should

ensure their employees on how their individual efforts and contribution plays an
important part of the company’s overall goals and direction. Employees will take pride
and been gagged in their work if they are aware how their efforts create an impact the
organization; regardless of how big or small their contributions are.

• POSITIVE WORK PLACE ENVIRONMENT: Sometimes, the

employees lack motivation because their workplace does not have a positive work
environment. To fix this, management could send out surveys and get feedback from
employees in order to solve the issues that they may face. Management could also post a
positive quote or picture by the copier, coffee machine or somewhere else that is visible
and that receives high foot traffic so that others can see. Flora and fauna also helps create
a serene workplace environment for your employees, so why not add a couple of plants
around the office. Management could also find creative ways in which to consistently
keep their employees motivated as much as possible.

EMPLOYEES REASON TO WORK:

Employees work for a reason. Each employee has different reasons according to his or
her situation. There are a number of reasons why employees accept direct hire temporary
work arrangement

1. To supplement family income and provide flexible work hours: In dual career families,
working mothers usually work to earn some extra money for families. “Zero-hour”
contract indirect – hire temporary contract provides them flexibility in scheduling with
child care.

2. Stepping stones to full time employment: In the period of downsizing or economic

recession, employees find difficulty in job searching. They prefer to work on a temporary
basis as a stepping stone to obtain a permanent job. Fixed -term contracts in a direct-hire
temporary arrangement offer the employees a stable income for a certain period. Thus,
choosing temporary job is better than no job and no income.

3. To gain work experience: College students desire to work in temporary

contracts to gain some work experience and to seek some pocket money on vacation. In
this working period, they have the chance to develop and learn new skills that would
serve them well for a future job.
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MOTIVATION AND EMPLOYEE’S PERFOMANCE

Motivation is necessary for work performance because if people do not feel inclined to
engage themselves in work behaviour, they will not put in necessary effort to perform
well. However performance of an individual in the organisation depends on a variety of
factors besides motivation. Therefore, it is desirable to identify various factors which
affect individual performance and the role that motivation plays in this. Individual
performance depends on the following factors:

• Motivation of individual

• Sense of competence

• Ability

• Role perception

• Organizational resource

Motivation is the key to performance improvement People will do what they want to door

otherwise motivated to do. Yes, they can be motivated, for motivation is a skill which can

and must be learnt. This is essential for any business to survive and succeed. Performance

is considered to be a function of ability and motivation, thus: Job performance =f (ability)

(motivation)
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Ability is turn depends on education, experience and training and its improvement is a
slow and long process. On the other hand, motivation can be improved quickly. There are
many options and a manager may not even know where to start. As a guideline, there are
broadly 7 strategies for motivation. There are broadly 7 strategies for motivation.

• Positive reinforcement/ high expectations

• Effective discipline and punishment

• Treating people fairly

• Satisfying employees needs

• Setting work related goals
• Restructuring jobs
• Rewards based on job performance

NEEDS OF THE STUDY:

Motivation is one of the most important factors determining organization facilities will go
waste if there is a lack of motivated people to utilize these facilities effectively. Every
superior organization must motivate his subordinates for right type of behaviour.
Motivation is an eminent factor in management process. It has been found to be
intimately related to moral, is a factor of productivity, influences, stability. The need of
the study was to study the motivational factors and to access how far they help in
motivating the employees and in bringing change in their behaviour and in organizational
culture.

OBJECTIVES

Main objectives of employee motivation are as follows:

• Objectives of Employee Motivation are the purpose of motivation is to create

condition in which people are willing to work with zeal, initiative. Interest and
enthusiasm, with a high personal and group moral satisfaction with a sense of
responsibility.

• To improve discipline and with pride and confident in cohesive manner so that the
goal of an organization are achieved effectively.

• Empower problem solving and learning. Performance results from the interaction
of physical, financial and human resource.
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SCOPE OF THE STUDY:

The present study gives emphasis on the implementation of motivation theories,

employee’s awareness about new techniques, and their satisfaction level. The present
scope of the study is found out the motivational level among employees.

The scope of the study on employee motivation encompasses a focused exploration of

factors influencing motivation, target population, research methods, data analysis
techniques, limitations, and expected outcomes. By addressing these elements, the study
aims to contribute to the understanding of employee motivation and provide practical
recommendations for organizations seeking to enhance motivation levels and drive
overall success.

LIMITATIONS OF THE STUDY:

Following are the limitation of the study:

❖ First of all shortage of time period that can we face in study.

❖ As convenience sampling was be used therefore the study May suffer from
sampling error

❖ The responses may be influenced by personal bias.

❖ Less interest to respond can be another limitation of this study.

❖ Some employees may be fill up the Questionnaire badly

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CHAPTER -2

RESEARCH METHODOLOGY
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RESEARCH METHODOLOGY:
Research Methodology Defined. A research method is a systematic plan for conducting
research. Sociologists draw on a variety of both qualitative and quantitative research
methods, including experiments, survey research, participant observation, and secondary
data.

RESEARCH DESIGN:
Research design refers to those methods which are followed by a researcher in a research
or a study. Research design plays an important role in a study. Research design is
generally defined as an arrangement of rules and condition for collection and analysis of
index data in a manner that aim to combine relevancy to the research purpose with
economy in procedure.’

DEVELOPMENT OF THE RESEARCH PLAN:

The development of research plan is following steps:
1. Data sources.

2. Research instruments.

3. Sampling plan.

A) Sampling technique.

B) Sampling unit.

C) Sampling size

D) Contract, method.

DATA COLLECTION:
Data type which is required for study purpose:
• Primary data

• Secondary data
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PRIMARYDATA: Data which did not exist earlier and is collection of data from the
source of information, technology in including personal interview, telephonic interviews,
questionnaire etc. For this purpose of this study primary data has been collected through
the questionnaire and the personal interview.

SECONDARY DATA: Is defined as any data which have been collection of data
sources containing past and recent information like company’s brochures, annual
publication, books etc. Secondary sources that have been use in this study: Textbooks,
Internet sites, Newspaper, Articles, Magazines.

SAMPLING PLAN:
Sampling is a group of few items, which represents the population or universe from
where it is taking. The sampling plan calls for three decisions:

❖ Sample Technique: For the purpose of this study convening sampling has been
used.
❖ Sample unit: The target population must be defined that will to be sampled. It is
necessary so as to develop a sample frame so that everyone in the target population get an
equal chance of Anteing sample.
❖ Sample size: Generally, large sample size gives more reliable results than small
samples.
The sample size has been consisting of 50 respondents.
❖ Collecting the information: After this, information was collected with the help of
questionnaire.

ANALYZE THE INFORMATION:

The next step is to extract the findings from the collected data. We tabulated the collected
data and developed frequency distributions. Thus, the data grouped aspect wise and was
presented in tabular from, frequencies and percentages prepared to render impact of study
here, we are applying the simple average method to analysis the information So that we
can conclude the results.
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MATHEMATICAL TOOLS:

The tools which have been for the study purposes are follows:
Percentage method: This method has used to draw specific inferences from the collection
data that is to fulfil the objectives of finding out the expectation of the labourers.
Formula:

P = Q/R*100

P = Reading in percentage

Q = Number of respondents falling in a specific to be measured.

R = Total number of respondents order it is the population as a whole or labourers.

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CHAPTER-3
REVIEW OF LITERATURE
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Literature Review
In a complex and dynamic environment, leader of the organization used to create the
environment in which employee feel trusted and are empowered to take decisions in the
organization which leads to enhance motivation level of employee and ultimately
organizational performance are enhanced. Smith and Rupp (2003) stated that
performance is a role of individual motivation; organizational strategy, and structure and
resistance to change, is an empirical role relating motivation in the organization.

Likewise, Luthans and Stankovic (1999) concluded that advancement of human resources
through rewards, monetary incentives, and organizational behavior modification has
generated a large volume of debate in the human resource and sales performance field.

According to Orpen (1997) better the relationship between mentors and mentees in the
formal mentoring program, the more mentees are motivated to work hard and committed
to their organization. Likewise, Malina and Selto (2001) conducted a case study in one
corporate setting by using balance score card (BSC) method and found out that
organizational outcomes would be greater if employees are provided with positive
motivation. The establishment of operations-based targets will help the provision of
strategic feedback by allowing the evaluation of actual performance against the
operations-based targets. Goal- directed behavior and strategic feedback are expected to
enhance organizational performance
(Chenhall 2005).
Kunz and Pfaff (2002) stated no substantive reason to fear an undermining effect of
extrinsic rewards on intrinsic motivation. Decoene and Bruggeman (2006) in their study
developed and illustrated a model of the relationship between strategic alignment,
motivation and organizational performance in a BSC context and find that effective
strategic alignment empowers and motivates working executives. Leaders motivate
people to follow a participative design of work in which they are responsible and get it
together, which make them responsible for their performance.

Aguinis et al. (2013) stated that monetary rewards can be a very powerful determinant of
employee motivation and achievement which, in turn, can advance to important returns in
terms of firm-level performance. Garg and Rastogi (2006) identified the key issues of job
design research and practice to motivate employees’ performance and
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Concluded that a dynamic managerial learning framework is required to enhance

employees’ performance to meet global challenges. Vuori and Okkonen (2012) stated
that motivation helps to share knowledge through an intra-organizational social media
platform which can help the organization to reach its goals and objectives. Den and
Verburg (2004) found the impact of high performing work systems, also called human
resource practices, on perceptual measures of firm performance.

Ashmos and Duchon (2000) recognizes that employees have both a mind and a spirit and
seek to find meaning and purpose in their work, and an aspiration to be part of a
community, hence making their jobs worthwhile and motivating them to do at a high
level with a view to personal and social development.

An interesting viewpoint regarding the issue has been proposed by Wylie (2004),
according to which members of management primarily should be able to maintain the
level of their own motivation at high levels in order to engage in effective motivation of
their subordinates. Accordingly, Wylie (2004) recommends managers to adopt a
proactive approach in terms of engaging in self-motivation practices.

Furthermore, Wylie (2004) recommends concentrating on specific variations of

intangible motivational tools such as celebrations of birthdays and other important dates
with the participation of whole team

According to Thomas (2009) the main challenge of motivation in workplaces is

identifying what motivates each individual employee taking into account his or her
individual differences. In other words, individual differences have been specified by
Thomas (2009) as the major obstruction for management in engaging in employee
motivation in an effective manner.

Lockley (2012), on the other hand, addresses the same issue focusing on cross-cultural
differences between employees in particular. Namely, culture can be explained as
knowledge, pattern of behaviour, values, norms and traditions shared by members of a
specific group (Kreitner and Cassidy, 2012), and accordingly, cross-cultural differences
is perceived to be a major obstruction in the way of successful employee motivation.
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This point has been explained by Lockley (2012) by insisting that certain practices such
as engaging in constructive arguments and dialogues in workplace can prove to be highly
motivational for the representatives of Western culture, whereas the same set of practices
can prove to be counter-productive for employees from Asian countries due to vast cross-
cultural differences.

Llopis (2012) draws attention to the increasing relevance of the work-life balance
problem for modern employees and stresses its negative impact on the level of employee
motivation. Specifically, Llopis (2012) reasons that unless employees achieve an
adequate level of work-life balance in personal level, management investment on the
level of employee motivation can be wasted.

This viewpoint is based on Hierarchy of Needs theoretical framework proposed by

Abraham Maslow (1943), according to which there is a certain hierarchy for individual
needs, and more basic human needs need to be satisfied in order for the next level needs
to serve as motivators.
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CHAPTER- 4

THEORETICAL FRAME WORK

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Theoretical Framework of Employee Motivation:

1. Maslow's Hierarchy of Needs: Maslow's Hierarchy of Needs is a fundamental

theory of motivation that suggests individuals are motivated by a hierarchy of needs. The
theory posits that individuals must satisfy lower-level physiological needs (such as food,
shelter, and safety) before they can pursue higher-level needs (such as belongingness,
esteem, and self-actualization). In the context of employee motivation, organizations can
address these needs by providing competitive compensation, a safe working environment,
opportunities for social interaction, recognition, and opportunities for personal and
professional growth.

2. Herzberg's Two-Factor Theory: Herzberg's Two-Factor Theory, also known as the

Motivation-Hygiene Theory, proposes that there are two sets of factors that influence
employee motivation and job satisfaction. Hygiene factors, such as salary, job security,
and working conditions, are essential to prevent dissatisfaction but do not necessarily
motivate employees. On the other hand, motivators, such as recognition, responsibility,
and growth opportunities, are intrinsic factors that lead to job satisfaction and increased
motivation. Organizations can utilize this theory by addressing hygiene factors to ensure
a baseline level of employee satisfaction, while also focusing on providing motivating
factors to enhance motivation and engagement.

3. Expectancy Theory: Expectancy Theory suggests that individuals are motivated to

act based on their beliefs about the link between their efforts, performance, and desired
outcomes. According to this theory, employees are motivated when they perceive that
their efforts will result in a desirable performance appraisal, which in turn will lead to
rewards or desired outcomes. To leverage Expectancy Theory, organizations can
establish clear performance expectations, provide feedback on performance, and offer
meaningful rewards and incentives that align with employee goals and aspirations.

4. Self-Determination Theory: Self-Determination Theory emphasizes the

importance of intrinsic motivation and the satisfaction of basic psychological needs in
promoting employee motivation. The theory posits that individuals are driven by their
innate need for autonomy, competence, and relatedness. Autonomy refers to the desire
for self-direction and control over one's work, competence relates to feeling capable and
effective in one's tasks, and relatedness involves a sense of connection and belongingness
within the work environment. Organizations can foster employee motivation by
providing autonomy in decision-making, offering opportunities for skill development,
and creating a supportive and collaborative work culture.
 lOMoARcPSD|15914933

5. Goal-Setting Theory: Goal-Setting Theory emphasizes the impact of specific and

challenging goals on employee motivation. This theory suggests that setting clear,
measurable and challenging goals can enhance employee performance and motivation.
Moreover, regular feedback and monitoring progress toward these goals can further
reinforce motivation. Organizations can apply this theory by involving employees in the
goal-setting process, providing support and resources to achieve goals, and recognizing
and rewarding goal attainment.

6. Equity Theory: Equity Theory focuses on the perception of fairness in the

workplace and its impact on motivation. According to this theory, employees compare
their inputs (such as effort, skills, and time) and outcomes (such as rewards, recognition,
and advancement) to those of their peers. When employees perceive inequity, such as
being under-rewarded compared to their colleagues, it can lead to demotivation.
Organizations can address equity concerns by ensuring fair and transparent reward
systems, providing equal opportunities for growth and advancement, and fostering a
culture of open communication and feedback.

Conclusion: Theoretical frameworks of employee motivation provide insights into the

factors that influence employee motivation and guide organizations in developing
strategies to enhance motivation levels. By drawing upon theories such as Maslow's
Hierarchy of Needs, Herzberg's Two-Factor Theory, Expectancy Theory, Self-
Determination Theory, Goal-Setting Theory, and Equity Theory, organizations can gain a
deeper understanding of employee motivation and tailor their approaches to create a
positive and motivating work
 lOMoARcPSD|15914933

CHAPTER-5
COMPANY PROFILE
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COMPANY PROFILE
Few men in history have made as dramatic a contribution to their country‟s economic
fortunes as did the founder of Reliance, Sh. Dhirubhai H Ambani. Fewer still have left
behind a legacy that is more enduring and timeless. As with all great pioneers, there is
more than one unique way of describing the true genius of Dhirubhai: The corporate
visionary, the unmatched strategist, the proud patriot, the leader of men, the architect of
India‟s capital markets, and the champion of shareholder interest.

But the role Dhirubhai cherished most was perhaps that of India‟s greatest wealth creator.
In one lifetime, he built, starting from the proverbial scratch, India‟s largest private
sector enterprise. When Dhirubhai embarked on his first business venture, he had a seed
capital of barely US$ 300 (around Rs 14,000). Over the next three and a half decades, he
converted this fledgling enterprise into an Rs 60,000 crore colossus-an achievement
which earned Reliance a place on the global Fortune 500 list, the first ever Indian private
company to do so. Dhirubhai is widely regarded as the father of India‟s capital markets.
In 1977, when Reliance Textile Industries Limited first went public, the Indian stock
market was a place patronized by a small club of elite investors which dabbled in a
handful of stocks. Undaunted, Dhirubhai managed to convince a large number of first-
time retail investors to participate in the unfolding Reliance story and put their hard-
earned money in the Reliance Textile IPO, promising them, in exchange for their trust,
substantial return on their investments. It was to be the start of one of great stories of
mutual respect and reciprocal gain in the Indian markets.
Reliance – ADA Group is one of the fastest growing diversified groups in the country.
With businesses growing at a breathtaking pace across all verticals, one of the critical
challenges of the Group would be to recruit, develop and retain competent manpower in
the years to come.

Services Provided By Reliance HR Services

 Sourcing of Candidates
 On boarding the candidates
 Pay roll management of employees
 Employee Engagement
 Statutory and Compliance
 Exit Formalities
 PF withdrawal / Transfer
 Full & Final Settlement
Vision: “Enriching Organization, Globally, Through Innovative HR Solutions”
 lOMoARcPSD|15914933

RELIANCE ADA Group of Companies:

 Reliance Capital

 Reliance Communications Limited

 Reliance Energy Limited

 Reliance Health

 Reliance Media & Entertainment

 Corporate Governance

Great corporations, like individuals, are known for their unwavering commitment to
ethical values and principles. At Reliance - ADA Group, we remain steadfast in our
resolve to uphold the highest standards of integrity, transparency and governance.

EMPLOYEE MOTIVATION IN RELIANCE HR SERVICES

Pvt. Ltd.

The researcher made questionnaire for obtaining data from employees regarding
motivation related questions. Many questions focused on how motivation moves
employees and what motives them to improve their performance and leading them to do a
better job. Those are prepared for getting new insights of the employees motivation and
obtaining reliable information on motivation, personal interviews also conducted while
doing research in the organization and discussed many issues relating to motivation and
employee job performance in real situations for getting information in order to get more
data for analysis. The questionnaire contained twenty questions prepared for the study.
100 employees were chosen for the sample survey in order to put forth in response to
questions. Most of the questions are close ended. All categories of employee‟s viz., sales
associates, sales executives, clerical, and technical, managerial has been taken for sample
survey. The questionnaire comprises of personal profile of the employee's like name, age,
sex, designation, qualifications, marital status, salary for knowing information about
employee's bio-data and taken other variables to know how they are motivating and for
analyzing what made them to motivate.
 lOMoARcPSD|15914933

About Reliance Hr Services Private Limited

Reliance Hr Services Private Limited is an Indian private company incorporated on

15/04/2005 and its registered office address is H BLOCK,1ST FLOOR,DHIRUBHAI
AMBANI KNOWLEDGE CITY,-,NAVI ,Mumbai,Maharashtra,INDIA,400710. The
company's Annual General Meeting (AGM) was last held on 2015-09-30 and its balance
sheet was last filed on 2015-03-31. The current age of the company as per its registration
date is 18 Years 2 Months 2 Days and is classified as the Indian Non-Government
Company.
Reliance Hr Services Private Limited is registered at Registrar of Companies, Mumbai
(RoC-Mumbai). The company was founded by HITESH KUMAR CHAWDA and
TUNU SAHU in the year 2005. The company has 2 directors on board at the time of
inception and they were appointed on the dates 2010-10-01 and 2008-10-01 respectively.
The contact details of the company are mentioned in the contact section or you could
contact them by submitting the request for quote form on their website.
Reliance Hr Services Private Limited is a trade service provider company with the
National Industrial Classification (NIC) code of 74140. Based on this activity code, the
company is involved in the business activities such as Activities of business and
management consultancy,Arbitration and conciliation between management and labour,
management consultancy activities,#Business and management consultancy
activities#,Consultancy services by management holding companies,Consultancy services
on public relations (not by way of paid advertisements, politics / lobbying
etc.),Consultancy services towards management information of businesses,Consultancy
services towards organization of businesses,Consultancy services towards planning of
businesses,Consultancy services towards project management of businesses,Management
consultancy activities of arbitration and conciliation between management and
labour,Management holding companies, consultancy services,Management information
of businesses, consultancy services,Organization of businesses, consultancy
services,Planning of businesses, consultancy services,Project management of businesses,
consultancy services,Public relations, consultancy services (not by way of paid
advertisements, politics / lobbying etc.).
The company is the leading service provider for arbitration services, business
management, public relations, and arbitration in India.
 lOMoARcPSD|15914933

Vision
Reliance’s vision is:

 To be our clients’ first call and preferred collaboration partner within our advisory
expertise areas
 To consistently exceed our clients’ expectations for professional and value-adding
advice

Our objective is long-standing and trustful client relationships created via excellent
advice and service.

Mission

Reliance’s mission is:

 To provide the best and most value-adding advice within our advisory expertise
areas
 To be an independent sparring-partner and to provide excellent advice for our
clients within our advisory expertise areas

Reliance’s activities shall be of benefit for both our clients – first and foremost – and for
our collaboration partners and employees.

Values

We are governed by our fundamental values:

 Quality: We do not compromise – we have a passion for the best quality

 Innovation: We are innovative and wish to enthuse our clients
 Ambition: We set high objectives and push to achieve the best results
 Honesty: We are honest towards our clients, also when it may be unpleasant to
hear our true advice
 Integrity: We keep our word, guard confidentiality, and maintain a high level of
integrity
 lOMoARcPSD|15914933

ACHIEVEMENTS AND REWARDS

1. Employee of the Month/Quarter/Year: Recognizing outstanding

performance by selecting and rewarding an employee who has consistently exceeded
expectations or achieved exceptional results.
2. Performance-based bonuses: Providing monetary incentives or bonuses to
employees who meet or exceed performance targets or key performance indicators
(KPIs).
3. Team-based awards: Recognizing successful team collaboration, innovation, or
achievement by presenting awards to entire teams or departments.
4. Career development opportunities: Offering employees opportunities for growth,
such as training programs, workshops, mentorship, or tuition reimbursement, to support
their professional development.
5. Longevity rewards: Recognizing and appreciating employees' years of service
with the company through milestone rewards, such as plaques, certificates, or gifts.
6. Employee recognition programs: Establishing formal programs that allow peers,
managers, or clients to nominate and recognize employees for exceptional contributions
or going above and beyond their regular responsibilities.
7. Flexible work arrangements: Offering flexible work schedules, remote work
options, or additional time off as rewards for outstanding performance or achievements.
8. Employee appreciation events: Organizing events, such as annual parties, team
outings, or special celebrations, to show appreciation to employees for their hard work
and dedication.
9. Health and wellness benefits: Providing wellness programs, gym memberships,
health insurance benefits, or employee assistance programs to support employees'
physical and mental well-being.
10. Stock options or profit-sharing: Granting employees the opportunity to participate
in the company's success by offering stock options or profit-sharing plans.
It's important to note that the specific achievements and rewards offered by Reliance HR
Services may vary. For accurate and up-to-date information about their achievements and
rewards programs, it would be best to refer to official company sources or reach out to
Reliance HR Services directly.
 lOMoARcPSD|15914933

CHAPTER- 6

DATA ANALYSIS

AND
INTERPRETATION
 lOMoARcPSD|15914933

DATA ANALYSIS AND INTERPRETATION

1. What made you to prefer this job?

Reasons No. of Respondents Percentage (%)

Interest at the 30 60
job For social 4 8
status 9 18
Remuneration 7 14
Company image
Total 50 100

30

25

20

15

10

Interest at the job for social status Remuneration company image

Interpretation: There are many reasons for selecting a job by an employee, they
are may be out his interest for social status, for good remuneration or may be attracted
by the image of the organization. Here about 60.5% employees have joined out of
their interest at the job. 17.5% of respondents are attracted by the image of the
company. 22% of respondents are attracted by the remuneration. Only there 10%
joined for social status. From the above analysis at the job is important to do the job.
 lOMoARcPSD|15914933

2. Availability of working conditions:-

Reasons No. of Respondents Percentage (%)

Improved 26 52
Somewhat better 10 20
Yet to improve 14 28
Worst 00 00
Total 50 100

30

25

20

15

10

0
Improved some what better yet to improve worst

Interpretation: Conclusive environment and good working conditions to be provided in

the organization to grabs the maximum output from this is the next basic necessity to
motivate a person to work. It may leads to ineffective functioning of the organization in
terms of all its goals. About 525 of respondents have said that there are improved
working conditions in the organization and about 28% employees said that the conditions
are yet to improve only 20% employees said that there conditions are some what better.
The analysis shows that there good working conditions to carry out the work.

3. Factors would motivate you to do the job:-

Factor No. of Respondents Percentage (%)

Salary 30 60
Incentives 5 10
Social Status 5 10
Environment 10 20
Total 50 100
 lOMoARcPSD|15914933

Interpretation: There are many factors motivate an employee they derive satisfaction in him
and they motivate him to do a job in a better way. The factors may be money, incentives,
social status and environment. Among above salary brought motivation in 605 employees.
About 20% respondents motivated by environment. 10% said incentives brought motivation
in them. 10% said social status motivated them in carrying out their work.

4. Employees to satisfy the safety needs:-

Reasons Factors No. of Respondents Percentage (%)
Pension 20 40
Scheme 25 50
Group 5 10
Insurance
Provident Fund
Total 50 100
 lOMoARcPSD|15914933

Interpretation: There are many factors motivate an employee they derive satisfaction in
him and they motivated him to do the safety needs. The factors may be pension scheme,
Group insurance, provident fund, system of seniority. Among above pension scheme to
satisfy the employees in 40%. About 10% of the satisfy the provident fund to the
employees said of the satisfy the Group insurance of the respondents to the 50% of the
employees.

5. Does the job security bring about motivation in employees?

Reasons No. of Respondents Percentage (%)
Yes 45 90
No 5 10
Total 50 100

Graph:

Interpretation: If the employee does have job security they may put their efforts on the
tasks with more concentration without thinking about the job. So that this brings
motivation in employees. About 90% of respondents opened that the job security brings
motivation in employees and 10% of the employees said that security does not brings the
motivation in employees.
 lOMoARcPSD|15914933

6. How do you rate of service promotions and growth

opportunities offered by the organization?

Reasons No. of Respondents Percentage (%)

High Level 48 96
Low Level 2 4

Total 50 100

Graph:

Interpretation: You feel the company retirement benefits (terminal) are important in
engaging you in your job besides salary is highly motivating.

7. What factor would give immense satisfaction to employees

in discharging duties effectively?

Factor No. of Respondents Percentage (%)

Achievement 16 32
Recognition 10 20
Career 9 18
Advancement 15 30
Growth in the Job
Total 50 100
 lOMoARcPSD|15914933

Interpretation: If any employee wants to discharge his duties effectively, he should have
job satisfaction. Unless and until he satisfied well, he does not put his maximum efforts.
There are many factors that give immense satisfaction to employees. A factor varies
person to person. Some people would satisfy when they achieved goals of the firm. Some
people feel more satisfaction when they get recognition for their services. Advancement
gives satisfaction to some people. If there grow in the job, it gives satisfaction to some
people. I n the organization 32% is felt that achievement in job would give more
satisfaction to them. About growth in the job and about 20% of respondents opened that
when they get recognized for their services. They felt very satisfaction, only 18 of the
respondents said that advancement to their regular tasks would give satisfaction.

8. Who is motivating you to do the job in a better way?

(Motivation in organization):

Factor NO. of Respondents Percentage (%)

Motivating Yourself 25 .50
By your immediate 10 20
Supervisor 10 20
Team 5 10
Friends 00 00
Total 50 100
 lOMoARcPSD|15914933

Interpretation: There will be a person behind anybody who motivates one to achieve
something. But some people can achieve anything without any body's co-operation. In
the organization about 50% respondents are motivating themselves in carrying out day to
day work. About 20% are motivated by team members. About 20% respondents are
motivated by their immediate supervisors. About 6% respondents are to motivated by
friends.

9. Do you feel that your supervisor is a good motivator?

Reasons No. of Respondents Percentage (%)

Yes 46 92
No 4 8
Total 50 100

Graph:
 lOMoARcPSD|15914933

Interpretation: In order to improve employee's job performance in the organizations.

The superior has to provide a conducive environment to the employees. About 92%
respondents positively responded that the supervisors are providing their performance.
About 8% respondents said that no such environment has been provided by management
to improve their performance. Majority of the respondents opened that there is good
environment to put in their best efforts for the development of the organization.

10. You feel the quality of relationship between employee and

employer:-

Reasons No. of Respondents Percentage (%)

Very good 12 24
Good 20 40
Satisfactory 18 36
Poor Nil Nil
Total 50 100

Interpretation: A majority of the respondents i.e., about quality of relationship between

employee and employer. About 40% of respondents are good. About 365 respondents are
satisfactory and about 24% of respondents are very good in the organization. The
respondents are not poor relationship the response of the nil in the organization.
 lOMoARcPSD|15914933

11. You feel every job can be made stimulating and challenging:

Reasons No. of Respondents Percentage (%)

Yes 45 90
No 5 10
Total 50 100

Interpretation: To this question about 90% of respondents felt that every job can be
made more stimulating and challenging. Which is indeed a healthy sign? They are ready
to take up more challenging jobs if provided so. What they feel are only technical jobs
can be made more stimulating and challenging though net cent present correct. Yet their
claim justifiable.

12. You feel it a reward to have pride in your own work:

Reasons No. of Respondents Percentage (%)
Yes 48 96
No 2 4

Total 50 100
 lOMoARcPSD|15914933

Interpretation: If an employee were to put his best efforts in his job, there should be
some motivating factor and something that drives him to discharging his duties. About
44% respondents of have job satisfaction. About 20% of respondents to many efforts
of one employee. 18% of respondents of quality of work life. About 10% opined that job
enrichment would make them to put the efforts in the job. Only 8% revealed that concern
for the job would motivate them to put the best efforts. Majority of the respondents
opined that job satisfaction and money would motivate them to put their best efforts in
the job because if one want exhibits his potential, the organization should provide such
environment ant continuously motivate them in order to drag his potentials
 lOMoARcPSD|15914933

CHAPTER - 7

FINDINGS AND CONCLUSIONS

 lOMoARcPSD|15914933

FINDINGS OF STUDY

Major findings of the study are given as below

• It is found that majority of the respondents i.e. 50 percent were designated as

workers in the organization.
• It is found that majority of respondents i.e., 66 percent come under the male group of the
company.
• It is concluded that majority of respondents belong to the age group of 30-40 years

• It is found from the study that there are 66 percent males and 24 percent are
females taken for the purpose of the study.
• It is found that majority of respondents i.e. 42 percent with higher secondary
qualification have high level of motivate
ion.
• It is found that majority of the employees were motivated in the organization by
individualistic reward
• It is found that majority of the respondents i.e. 46 percent of respondents were
motivated through incentive method. Employees prefer participation through quality
circle.

• It is found that majority of the respondents i.e. 80% percent of the respondents
were influenced by the rewards systematic concluded that majority of the respondents i.e.
58 percent are satisfy the rules and policies of the company.
• It was that majority of the respondents i.e. 88 percent of respondents prefer
financial incentive method.
• It is found that majority of the respondent’s i.e.74 percent participation making
process of the company
• It was that majority of the respondents are agree that the management has a keen
interest to motivate the employees.
• It is found that majority of the respondents i.e. 86 percent have positive response
that the company is providing advancement opportunities
• It is found that majority of the respondents i.e. 100 percent of the respondents are
influenced by the rewards system.
• It is found that majority of respondents i.e. 32 percent of respondents are neutral
that the company is providing job security to the employees.
 lOMoARcPSD|15914933

• It is found that 48 percent of respondents are agree with the working conditions of
the organization
• It is found that majority of the respondents i.e. 56 percent have positive response
towards relationship with co-workers in the organization.
• It is found that majority of respondents i.e. 42 are satisfied with the policies rules
and administration of the company.

• Maximum respondents lie in the age group of 30-40 years and minimum lies
above 50 years.
• It is found from the study the maximum intensity of education has higher
secondary and the percentage are 42 and 16 percent respondents are post graduate and
above.

• It is observed from the study that maximum respondents have income less than
Rs.500.
• It is found from the study that double the respondents are partially satisfied from
the first fully.
• Incentives are the methods which motivate the employee’s maximum.

• It is found from the study that reward system influences the performance of
employees.
• Approximate half percent of total respondents are agreed with the working
condition of the company.
• The study reveals that increase in the financial –incentive will influence the
performance of the employees
 lOMoARcPSD|15914933

CONCLUSION

In conclusion, the study on employee motivation in organizations has shed light on

several important findings and implications. The research aimed to understand the factors
that contribute to employee motivation and its impact on overall organizational
performance. After conducting a comprehensive analysis of existing literature, collecting
data through surveys, and performing statistical analyses, the following conclusions can
be drawn:

1. Motivation is a multifaceted concept: The study revealed that employee motivation is

influenced by a combination of intrinsic and extrinsic factors. Intrinsic motivators include
personal growth, recognition, and a sense of achievement, while extrinsic motivators
encompass rewards, compensation, and job security. Organizations should strive to
address both types of motivators to create an environment that fosters employee
motivation.

2. The importance of leadership: The role of leadership emerged as a crucial factor in

driving employee motivation. Effective leaders who exhibit transformational leadership
qualities, such as providing support, setting clear expectations, and inspiring employees,
have a significant impact on employee motivation. Organizations should invest in
developing leadership skills and promoting a positive leadership culture to enhance
employee motivation.

3. Recognition and rewards: The study emphasized the significance of recognition and
rewards in motivating employees. Regular acknowledgment of employees' efforts,
achievements, and contributions positively influences their motivation levels.
Implementing reward systems that align with individual and organizational goals can
help reinforce desired behaviors and increase overall employee motivation.

4. Opportunities for growth and development: The study highlighted the importance of
providing employees with opportunities for growth and development. When
organizations invest in training, career advancement, and skill-building initiatives,
employees feel valued and motivated to contribute to the organization's success. Creating
a learning culture and offering professional development programs can significantly
impact employee motivation.
 lOMoARcPSD|15914933

5. Communication and involvement: Effective communication and employee involvement

were found to be crucial in fostering motivation. Employees who feel informed, included
in decision-making processes, and have open channels of communication with their
superiors are more likely to feel motivated and engaged. Organizations should prioritize
transparent and frequent communication and encourage employee participation to
enhance motivation levels.
Overall, this study emphasizes that employee motivation is a complex and multifaceted
phenomenon influenced by various factors. By understanding and addressing the intrinsic
and extrinsic motivators, cultivating effective leadership, recognizing and rewarding
employees, providing growth opportunities, and promoting communication and
involvement, organizations can create a motivating work environment that boosts
employee satisfaction, engagement, and overall organizational performance.
 lOMoARcPSD|15914933

CHAPTER-8
SUGGESTIONS AND RECOMMENDATIONS
 lOMoARcPSD|15914933

SUGGESTIONS:

• The employees Most of the employees agree that the performance appraisal activities

are helpful to get motivated, so the company should try to improve performance appraisal

system, so that they can improve their performance.

• The organization should conduct periodical surveys to identify the level of

motivation monthly or yearly.

• The organization should create condition where employee’s energies are not expended

totally in meeting their basic need.

• Organization should give important to communication between employees and gain

coordination through it.

• Better carrier development opportunities should be given to the employees for their
improvement.

Skills of the employees should be appreciated.

• Non-financial incentive plans should also be implemented it can improve the

productivity level of the employees.
 lOMoARcPSD|15914933

RECOMMENDATIONS
1. Recognition and Rewards: Recognize and reward employees for their achievements
and hard work. This can include monetary incentives, bonuses, promotions, or even
simple gestures like a public acknowledgment or appreciation email.

2. Clear Communication: Maintain open and transparent communication with employees.

Clearly communicate organizational goals, expectations, and progress. Regularly provide
feedback and offer opportunities for employees to voice their opinions and concerns.

3. Professional Development: Support employee growth and development by providing

training programs, workshops, and resources. Encourage employees to set personal and
professional goals and provide them with opportunities to expand their skills and
knowledge.

4. Work-Life Balance: Promote a healthy work-life balance by offering flexible work

arrangements, such as remote work or flexible schedules. Encourage employees to take
breaks, vacations, and time off to recharge and avoid burnout.

5. Employee Engagement: Foster a sense of ownership and involvement by involving

employees in decision-making processes, seeking their input, and empowering them to
contribute their ideas and suggestions. Encourage teamwork and create a collaborative
work environment.

6. Performance Feedback: Provide regular and constructive feedback to employees. Set

clear performance expectations, and discuss their progress and areas for improvement.
Offer support and resources to help employees overcome challenges and achieve their
goals.

7. Meaningful Work: Help employees understand the purpose and impact of their work.
Connect their tasks to the broader goals and mission of the organization. Encourage
autonomy and provide opportunities for employees to work on projects they find
meaningful and fulfilling.
 lOMoARcPSD|15914933

8. Celebrate Success: Celebrate individual and team achievements. Organize social

events, team-building activities, or recognition ceremonies to acknowledge and
appreciate employees' accomplishments.

9. Health and Wellness Programs: Promote employee well-being by offering health and
wellness programs, such as gym memberships, wellness challenges, or mental health
resources. Create a supportive environment that prioritizes physical and mental well-
being.

10. Leadership Support: Ensure that managers and leaders are trained to effectively
motivate and support their teams. Provide leadership development programs and
encourage managers to be approachable, supportive, and accessible to employees.

Remember, every organization is unique, so it's essential to tailor these recommendations

to suit your specific workplace culture and employee needs. Regularly evaluate the
effectiveness of your motivation strategies and adapt them as necessary.
 lOMoARcPSD|15914933

CHAPTER-9

BIBLIOGRAPH Y
 lOMoARcPSD|15914933

BIBLIOGRAPHY

• Bhatia, S.K: Human Resource Management” Deep &Publication Pvt.td, 2007, 266-
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• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits:
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• Pink, D. H. (2009). Drive:
• The surprising truth about what motivates us. Riverhead Books.
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• Building a practically useful theory of goal setting and task motivation:
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• Gagne, M., & Deci, E. L. (2005).
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• Grant, A. M. (2008). The significance of task significance:
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• Latham, G. P., & Pinder, C. C. (2005).
• Work motivation theory and research at the dawn of the twenty-first century.
• Annual Review of Psychology, 56, 485-516.
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• Hackman, J. R., & Oldham, G. R. (1976).
• Motivation through the design of work: Test of a theory.
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• Organizational Behavior and Human Performance, 16(2), 250-279.

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 Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination

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 lOMoARcPSD|15914933

ANNEXURE
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QUESTIONNAIRE

PART-A (BACKGROUND INFORMATION)

NAME

1) Designation

1. Manager 2. Supervisor

3. Technician 4. Worker

2) Gender:

1. Male 2. Female

Q.3What is your age (in years)?

1.20-30 years 2.30-40 years

3.40-50 years 4. Above 50

Q.4What is your Education Qualification?

1. Matric 2. Higher secondary

3. Graduate 4. Postgraduate & above

Q.5In your organization which system are used to motivate employees?

1. By recognized individual differences 2. By match people to jobs

3. By use goals 4.By individualistic
Rewards 5.All of these
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Q.6 which methods of performance of motivational programmes are

used in your organization?

1. Participation at the board 2. Promotion

level
3. Participation through share 4. Incentive
ownership Participation through
quality circle

Q7. Do you think reward system influence the performance of employees

in the organization?
1. Yes 2. No
3. Can’t say

Q.8 which types of incentives motivates you more?

1. Financial incentive 2. Non-financial incentives

3. Both

Q9 Are you satisfied with rules policies of the company?

1. Highly satisfied 2. Satisfied

3. Neutral 4. Dissatisfied
5. Highly Dissatisfied

Q10.Does the management involves you in decision making which are

connected to your department?

1. Yes 2. No
3. Occasionally

Q.11Is Management really interested in motivating the employees?

1. Strongly agree 2. Agree

3. Neutral 4. Disagree
5. Strongly disagree

Q.12 Does your organization provide advancement opportunities

1. Yes 2. No
3. Can’t say
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