Professional Documents
Culture Documents
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
MD RUKUNUDDIN SIDDIQUI
(Associate Professor)
SHAIMA
Place: Hyderabad.
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MD RUKUNUDDIN SIDDIQUI
(Associate Professor)
Date: 06-Jun-2023
CERTIFICATE
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.
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ACKNOWLEDGEMENT
(SHAIMA)
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Table of Contents
CONTENTS PAGENUMBERS
4. THEORETICAL FRAMEWORK…………………………………21
9. BIBLIOGRAPHY …………………………………………………77
CHAPTER-1
INTRODUCTION
OF
RESEARCH STUDY
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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 arethe 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
The motivation of the employees has a direct connection not only with the performance
ofthe 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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• 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 theyneed 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 successof 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 riskyposition.
Employee motivation is highly important for every company due to the benefits that it
brings tothe company. Benefits include:
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TYPES OF MOTIVATION:
Motivation can be divided on two bases:-
• INTRINSIC MOTIVATION: -
⟶ Hunger
⟶ Relief of pain
⟶ Sleep etc.
⟶ Internal fears
⟶ Psychological needs
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• EXTRINSIC MOTIVATION:
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.
INCENTIVES MOTIVATION
Bonus
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⟶ 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
thephilosophy of the company.
⟶ BONUSES: Bonuses occur one time per year or at a certain number of predetermine
timeseach year.
⟶ CAREER ADVACEMENT: Give them guideline how they can use their skills to
enhance theircarrier.
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MOTIVATION PROCESS:
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
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1. UNSATISFIED NEED: -
Motivation process begins where there is an unsatisfied need in a human being.
2. TENSION: -
3. DRIVE: -
This tension creates an urge of drive in the human being and he starts looking for various
alternativesto satisfy the drives.
4. REDUCTION OF TENSION: -
After fulfillment 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
needsis satisfied or not.
6. SEARCH BEHAVIOR: -
After searching for alternatives, the human being starts behaving according to the chosen
options.
• IMPROVE COMMUNICATION:
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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.
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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 thefollowing 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
(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.
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 eminentfactor 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 behaviourand in organizational culture.
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❖ As convenience sampling was be used therefore the study May suffer from
sampling error
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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.’
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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PRIMARY DATA: 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 istaking. 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 soas to develop a sample frame so that everyone in the target population get an
equal chance ofAnteing 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.
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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 isto fulfil the objectives of finding out the expectation of the labourers.
Formula:
P = Q/R*100
P = Reading in percentage
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CHAPTER-3
REVIEW OF LITERATURE
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Literature Review
2018-2021
Maslow's Hierarchy of Needs Theory: Proposed by Abraham Maslow, this theory
suggests that individuals have a hierarchy of needs that they strive to fulfill, starting with
basic physiological needs and progressing to higher-level needs such as esteem and self-
actualization. This theory implies that fulfilling employees' needs at various levels can
contribute to their motivation.
Goal Setting Theory: Goal setting theory proposes that setting specific and challenging
goals can enhance motivation and performance. Employees who have clear goals are
more likely to be motivated, especially when they receive feedback and have a sense of
ownership over their goals.
Social Exchange Theory: This theory highlights the social aspects of motivation. It
suggests that employees' motivation is influenced by their perceptions of the exchange
relationship between the employer and themselves. When employees perceive fairness,
trust, and support from their organization, they are more likely to be motivated and
engaged.
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Equity Theory: Equity theory proposes that employees compare their inputs (such as
effort and skills) and outcomes (such as rewards and recognition) with those of others.
When employees perceive an inequity between their inputs and outcomes compared to
others, it can lead to reduced motivation and job dissatisfaction.
Job Design and Enrichment: Research has shown that well-designed jobs that provide
autonomy, skill variety, task significance, and feedback can enhance intrinsic motivation
And job satisfaction. Job enrichment, which involves giving employees more challenging
and meaningful tasks, can also increase motivation and engagement.
2016-2020:
In 2016, Pinder conducted a comprehensive review of employee motivation theories,
emphasizing the need for a multi-level approach that considers individual, team, and
organizational factors.
In 2017, Amabile and Kramer proposed the "Progress Principle," highlighting the
importance of small wins and a sense of progress in fostering motivation and creativity.
In 2018, Grant and Berry explored the role of meaningful work in motivating
employees, suggesting that work that is perceived as meaningful contributes to higher
engagement and motivation.
2000-2010:
In 2002, Ryan and Deci expanded on their self-determination theory, emphasizing the
importance of autonomy, competence, and relatedness as intrinsic motivators.
In 2011, Gagné and Deci proposed the "Differentiation and Integration Theory of
Motivation," which emphasizes the importance of satisfying employees' intrinsic and
extrinsic needs simultaneously.
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In 2014, Deci and Ryan introduced the concept of "self-concordance," which refers to
the alignment of goals and values with one's authentic self, leading to higher motivation
and well-being.
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.
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).
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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 motivatepeople
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 employeemotivation 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 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.
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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.
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.
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CHAPTER- 4
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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.
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”
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Reliance Health
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.
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.
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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
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
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In India, over 21 million people are suffering from one or the other kind of disability.
This is equivalent to 2.1% of the population. With a vision to empower the people with
disabilities and enhance the socio-economic status of the disability sector, Samarthanam
Trust for the Disabled, laid its foundation with seven diverse initiatives in the year 1997.
Samarthanam provides education support to children, skill development training for
youth with disabilities, blind cricket, women empowerment, vocational training
programmes, environment conservation projects, and midday meal programme for school
children.
By associating with Samarthanam on the CSR front, our corporate partners support our
projects and ensure their continuous operation, fulfilling their social responsibility. These
partnerships largely aid in the implementation of Samarthanam initiatives, their
sustainability, up scaling, and geographical expansion. Samarthanam, with the help of its
CSR allies, is positive of accomplishing its goals and help in building a country where
persons with disabilities enjoy equal rights.
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As part of corporate volunteering under CSR, the volunteers add great value to our
programmes via activities involving tutoring, communication, languages, art workshops
and personality development sessions. The social responsibility as an individual is
highlighted through their participation.
Corporate involvement at Samarthanam also finds its importance in hiring candidates from the
Skilling Centres of Samarthanam. Trained candidates from LRCs have been placed in
companies from diverse verticals. Volunteers from corporate and the special placement cell by
Samarthanam aid in finding suitable job opportunities through job fairs and workshops
regularly conducted at various centres.
ACTIVITIES
Education support in the form of tutoring, field trips, summer camps, arts and
other allied activity classes, social skills, reader services and teaching scientific
experiments. You also may lend a hand in converting text books into audio format
for the digital library.
Skill development support by teaching MS Office, browsing, applications, soft
skills, arranging corporate exposure visits, mock interviews, personality
development and placement support for the differently abled trainees.
Involve in environment awareness projects by encouraging people to adopt
recycling and source segregation of dry waste, awareness campaigns, plantation
drives, cleaning black spots and painting of flyovers and public walls
Support rehabilitation of women through offering vocational training, counseling,
arranging activities for building self esteem and legal help.
Team building activities include Cricket matches with blind cricket team, a
means to encourage inclusivity of visually impaired persons. And lending a hand
in our kitchen for making a sumptuous meal for Samarthanam children. Also add
color to Samarthanam walls by painting the school walls/premises.
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Statutory compliance
Samarthanam abides by its fiduciary responsibility and well channelizes the income
generated through donations in the rightful direction.
Samarthanam is FCRA certified and qualified to receive contributions through
Give India
Give2Asia
United Way
Goodera
Global Giving
Charity Aid Foundation, USA
American service to India, USA
All Donations made to Samarthanam Trust are 50% tax exempted under Section
80G of Indian Income Tax Act.
Donations made in USA are exempted under 501C3.
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CHAPTER- 6
DATA ANALYSIS
AND
INTERPRETATION
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50
25
20
15
10
Interpretation: There are many reasons for selecting a job by an employee, they
are maybe out his interest for social status, for good remuneration or may be attracted
by the image of the organization. Here about 60. % employees have joined out of their
interest at the job. 14% of respondents are attracted by the image of the company.
18% of respondents are attracted by the remuneration. Only there 8% joined for social
status. From the above analysis at the job is important to do the job.
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50
25
20
15
10
0
Improved some what better yet to improve worst
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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
60% 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.
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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 theemployees
said of the satisfy the Group insurance of the respondents to the 50% of the employees.
Graph:
YES NO TOTAL
85%
100%
15%
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 85% of respondents opened that the job security brings
motivation in employees and 15% of the employees said that security does not brings the
motivation in employees.
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Graph:
High Level
Low Level
Total
Interpretation: You feel the company retirement benefits (terminal) are important in
engaging you in your job besides salary is highly motivating.
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35
30
29
28
25
20 22
21
15 Series 1
10
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.
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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 10% are motivated by team members. About 20% respondents are
motivated by their immediate supervisors. About nil % respondents are to motivate by
friends.
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Graph:
92%
100%
Yes
No
Total
8%
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90%
100%
Yes
No
Total
10%
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.
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96% Yes
100%
No
Total
4%
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
Neutral 18 10%
Dissatisfied 14 5%
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Interpretation:
From the above analysis it is concluded that the most of the employees feed satisfied from
the support of HR department and that is 45%! 40% of the respondents are highly satisfied
with the HR department support. Where 10% of the respondents are neutral to the query
and 5% are dissatisfied with the HR department.
50%
40%
30%
20% percentage
10%
percentage
0%
highly Satisfied Neutral Dissatisfied
satisfied
Neutral 16 7%
Disagree 0 0%
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50
40
30 Percentage
20
10
0
Strongly Agree Agree Neutral Disagree
Interpretation:
In the above data shows 55% of the respondents agree with the fact that management is interesting
in motivating" employees, And 38% of the respondents strongly agree with it when it comes to7%
of the employees are neutral and no employees i.e. 0% disagree with it
Both 28 30%
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Interpretation:
It can be observed from the above table that 38% of the employees feel motivated through
non-financial incentives, where 32% of the respondents feel motivated through financial
incentives and the rest 30% of the respondents feel motivated through both the incentives.
70
60
50
40 Percentage
30 No of Respondents
20
10
0
Financial Non-financial Both
incentives incentives
Interpretation:
In the above data shows, 55% of the respondents agree with the fact that management is interesting
in motivating" employees, and 38% of the respondents strongly agree with it when it comes to 7%
of the employees are neutral and no employees i.e. 0% disagree with it.
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Does the management involve you in decision making which are connected to your
department?
OCCASIONALLY 27 27%
Does the management involve you in decision making which are connected to your
department?
50
45
40
35
30
PERCENTAGE
25
20
15
10
5
0
YES NO OCCASIONALLY
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Interpretation:
From the above table it is shown that 6'% of the respondents believe that their s.ill and
abilities are increased in their jobs and say yes, The remainin"33% of the employees say
No, that their skills and abilities are not increased from their respected jobs
Bar Graph
20
Yes
No
80
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Interpretation:
From the above table it is concluded that 33% of the respondents get motivated through
promotions and transfers, according" to 28% of the respondents they "get motivated
through salary increment, and 24% are through fringe benefits, and the rest 15% are
motivated through relation in organization.
10
0
Percentage
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Seldom 18 16%
Interpretation:
From the above table it is shown that 56% of the respondents say they are encouraged often to
come up with new ideas and creativity, 28% of the respondents feels that they are rarely
encouraged for creativity and new ideas: and the rest 16% says that they are seldom for
encouragement for new ideas
56%
60
50
40
28%
30 Percentage
16%
20
10
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Disagree 33 31%
Neutral 15 13%
Interpretation:
The above table is aimed to know from the respondents points of' view that whether the
organization recognize their work, and it says that 56% of the respondents feels their work is
recognized 31% feels and disagree with it, and the rest 13% are neutral on the query.
13%
Agree
31%
56% Disagree
Neutral
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Table 4.1
12%
14%
Managers
Supervisor
100% 50% Workers
Technician
Total
24%
INTREPRETATION
Thus, it is concluded that majority of the respondents i.e., 50 percentages were designated as
workers inthe organization.
In Table 4.1 an attempt has been made to classify the employees on basis of designation from
the table itis observed that 50% of respondents were designated as workers, which is followed
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Table 4.2
2 Female 42 34
Total 100 100
Femal e 34%
Male 66%
INTREPRETATION
Hence it was concluded that majority of respondents i.e., 66 percent come under the male
group ofthe company
In Table No.4.2 an attempt has been made to classify the employees on the basis of gender.
From thetable it is observed that majority of respondents i.e. 66 percent were male and 34
percent of respondents were Females
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Table 4.60
1 20-30yrs. 27 28
2 30-40yrs. 35 46
3 40-50yrs. 21 18
4 Above 50 16 8
Total 100 100
30-
40yrs.
INTERPRETATION
Hence it is concluded that majority of respondents belong to the age group of 30 -40 years.
In table No 4.3 an attempt has been made to classify the employees on the basis of their age.
Fromthe table it is observed that 46 percent of respondents come under the age group of 30-
40 years which is Followed by respondents who fall under the age group of above 50 years
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Table 4.4
Pg &
Above
Matric
12%
Graduat Higher
e Secondary
INTERPRETATION
Table 4.4 highlights the classification of respondents on the basis of qualification and it was
observed that majority of respondents i.e. 42 percent with higher secondary qualification
have high level of motivation and graduates who have high level of motivation are 30
percent which is followed by 16 percent with post graduate qualification and the
respondents who fall in to the category of low level of motivation with matric qualification
were 12 percent only.
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Table 4.5
METHOD WHICH ARE USED TO MOTIVATION EMPLOYEES IN YOUR
By individualistic rewards
By match people to jobs 26%
By assigning goals
INTERPRETATION
Hence it was concluded that majority of the employees were motivated in the
organizationby individualistic rewards.
In Table No. 4.5 shows the methods which are used in the organization of the respondents
in which 14 percent were motivated by recognising individual differences, 26 percent
were motivated by matching skills of people to jobs, 18 percent were motivated by
assigning goals to them. 34 percent were motivated by individualistic reward method and
remaining 8 percent were influenced by all the methods which were used in the
organization
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Table 4.6
CLASSIFICATION OF RESPONDENTS ON THE BASIS OF THEIR
SATISFACTION LEVEL TOWARDS COMPANY’ RULES, POLICIES
ANDADMINISTRATION
Strongl Strongly
Disagre y 12 agree
e
Neutral Agre
32% e
INTERPRETATION
Thus, it is concluded that majority of respondents i.e.42 are satisfy with the policies rules
and administration of the company.
In Table No 4.18 efforts have been made to classify the respondents on the basis of their
satisfaction level towards company rules, policies and administration. Table shows that
42 percent of respondents are agree from rules and policies of the company followed by
percent are neutral, 12 percent are strongly disagree.
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CHAPTER - 7
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FINDINGS OF STUDY
• 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 forthe purpose of the study.
• It is found that majority of respondents i.e. 42 percent with higher secondary
qualification havehigh level of motivate
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• 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
towardsrelationship 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.
• 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 ofthe employees
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CONCLUSION
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.
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CHAPTER-8
SUGGESTIONS AND RECOMMENDATIONS
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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
• The organization should create condition where employee’s energies are not expended
totallyin meeting their basic need.
• Better carrier development opportunities should be given to the employees for their
improvement.
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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.
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.
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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.
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CHAPTER-9
BIBLIOGRAPHY
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BIBLIOGRAPHY
Books
• Bhatia, S.K: Human Resource Management” Deep &Publication Pvt.td, 2007, 266-
290.
• K, Mahanthappa “Human Resource and Personnel Management “Tata McGraw-
Hill Publishing Company Limited, New Delhi,2005
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits:
• Human needs and the self-determination of behavior. Cambridge University Press.
• Pink, D. H. (2009). Drive:
• The surprising truth about what motivates us. Riverhead Books.
• Locke, E. A., & Latham, G. P. (2002).
• Building a practically useful theory of goal setting and task motivation:
• A 35-year odyssey. American Psychologist, 57(9), 705-717.
• Pinder, C. C. (2008). Work motivation in organizational behavior. Psychology
Press.
• Gagne, M., & Deci, E. L. (2005).
• Self-determination theory and work motivation. Journal of Organizational
Behavior, 26(4), 331-362.
• Scholarly Articles:
• Grant, A. M. (2008). The significance of task significance:
• Job performance effects, relational mechanisms, and boundary conditions.
• Journal of Applied Psychology, 93(1), 108-124.
• 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.
• Meyer, J. P., & Allen, N. J. (1991).
• A three-component conceptualization of organizational commitment.
• Human Resource Management Review, 1(1), 61-89.
• Vroom, V. H. (1964). Work and motivation. John Wiley & Sons.
• Hackman, J. R., & Oldham, G. R. (1976).
• Motivation through the design of work: Test of a theory.
• Organizational Behavior and Human Performance, 16(2), 250-279.
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REFERENCE
Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in
human behavior. Springer Science & Business Media.
Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4),
370-396.
Vroom, V. H. (1964). Work and motivation. Wiley.
Herzberg, F. (1968). One more time: How do you motivate employees? Harvard
Business Review, 46(1), 53-62.
Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task
performance. Prentice Hall.
Ryan, R. M., & Deci, E. L. (2000). Intrinsic and extrinsic motivations: Classic
definitions and new directions. Contemporary Educational Psychology, 25(1), 54-67.
Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead
Grant, A. M. (2008). Does intrinsic motivation fuel the prosocial fire? Motivational
synergy in predicting persistence, performance, and productivity. Journal of Applied
Psychology, 93(1), 48-58.
Deci, E. L., & Ryan, R. M. (2008). Self-determination theory: A macrotheory of
human motivation, development, and health. Canadian Psychology/Psychologie
Canadienne, 49(3), 182-185.
Lawler, E. E., & Porter, L. W. (1968). The effect of performance on job satisfaction.
Industrial Relations: A Journal of Economy and Society, 7(1), 20-28.
Berryman-Fink, C., and C. B. Fink. The Manager's Desk Reference. New York:
AMACOM, 1991.
Branham, L. Keeping the People Who Keep You in Business. New York:
AMACOM, 2001.
Chester, E. Getting Them to Give a Damn. Chicago: Dearborn Trade Publishing,
2005.
Dell, T. Motivating at Work. Revised Edition. Menlo Park, CA: Crisp Publications,
1993.
Fournies, F. Why EmployeesDon’t Do What They’re Supposed to Do and What to
Do about It. New York: McGraw-Hill, 1999.
Fuller, G.T. The Supervisor's Big Book of Lists. Englewood Cliffs, NJ: Prentice
Hall, 1994.
Garber, P. R. 99 Ways to Keep Employees Happy, Satisfied, Motivated, and
Productive. Mystic, CT: Ransom & Benjamin, 2001.
Gostick, A., and C. Elton. The 24-Carrot Manager. .
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ANNEXURE
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QUESTIONNAIRE
NAME
1) Designation
1. Manager 2. Supervisor
3. Technician 4. Worker
2) Gender:
1. Male 2. Female
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10) Does the management involves you in decision making which are
connectedto your department?
1. Yes 2. No
3. Occasionally
1. Yes 2. No
3. Can’t say
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80