A

Summer Internship Project Report

On

“A study on employee motivation in human resource

mangment”
Submitted for partial fulfillment of requirement for the award
degree Of

Bachelor of Business Administration

Of

Chandigarh University, Mohali

Supervision by Submitted by
Mr. Sushil Uday Dhiman
Assistant Professor 21BBA2706
(E12448) BBA V Semester
Chandigarh University

1
 DECLARATION

I the undersigned solemnly declare that the report of the project work entitled “A Study On
Employee Motivation in Human Resoure Management” Think Next Private Limited Company, is
based my own work carried out during the course of my study under the supervision of Mr.Sushil. I
assert that the statements made and conclusions drawn are an outcome of the project work. I
further declare that to the best of my knowledge and belief that the project report does not contain
any part of any work which has been submitted for the award of any other
degree/diploma/certificate in this University or any other University.

(signature of candidate)

Name: Uday Dhiman

Roll No:21BBA2706

2
 CERTIFICATE BY SUPERVISOR / ATTACHED SUMMER TRAINING
CERTIFICATE

This to certify that the report of the project submitted is the outcome of the
project work entitled “ A Study on Employee Motivation in Human Resource”
carried out by UDAY DHIMAN bearing Roll No 21BBA2706 Carried by under my
guidance and supervision for the award of Degree in Bachelor of Business
Administration of Chandigarh University.

SUPERVISION BY:

Name: Mr. Sushil Mehta

Designation: Assistant Professor

3
CERTIFICATE

4
 ACKNOWLEDGEMENT

Amongst the wide panorama of people who provided me the inspiration, guidance and
encouragement, I take this opportunity to thank those who gave me indebted assistance
and constant encouragement for completing this project.

I would like to thanks Mrs. Rajni Wadawa Bedi, HR Executive of ThinkNEXT

Technologies Pvt. Ltd., Mohali for his continuous help in completion of this project. She
motivated me and was available whenever her assistance was sought. She was actively
involved throughout the project and was also kind enough to tell me the strengths and
weaknesses and how I could improve myself to face the corporate world. Without her
support the completion of this project would be impossible.

I would like to extend my thanks to all the employees/staff of the ThinkNEXT

Technologies Pvt. Ltd., Mohali for their support.

I would also like to thank my college project guide Mr. Sushil Mehta CHANDIGARH
UNIVERSITY, for his valuable guidance and support.

Thanking you

Uday Dhiman

(21bba2706)

5
 ABSTRACT

Summer Training is an integral part of BACHELORS OF BUSINESS ADMINISTRATION (BBA) As

a pan of curriculum student are required to undergo 45 days training with reputed
organization to learn the ability and if possible, help the management study and address some
identified issue associated with some specific engagement area.

As a leading mobile application development company, ThinkNEXT has extensive experience

in creating high performance, feature-packed native mobile applications for all the major
mobile platforms including iOS, Android, BlackBerry OS and Windows Mobile.

ThinkNEXT Technologies Private Limited is an ISO 9001:2015 certified company which deals in
Web Designing, Web Development, Digital Marketing, ERP Solutions, Mobile Apps, TechSmart
Classes, Bulk SMS, Voice SMS, Bulk E-Mail, Security Systems, Industrial Training and
Placements.

6
 अमूर्त

ग्रीष्मकालीन प्रशिक्षण बैचलर ऑफ शबजनेस एडशमशनस्ट्र े िन (बीबीए) का एक अशिन्न अंग है , पाठ्यक्रम

के एक िाग के रूप में छात्रं कर क्षमर्ा सीखने के शलए प्रशर्शिर् संगठन के साथ 45 शिनरं के प्रशिक्षण

से गुजरना पड़र्ा है और यशि संिव हर, र्र प्रबंधन कर अध्ययन में मिि करना और कुछ से जुड़े कुछ

पहचाने गए मुद्रं का समाधान करना हरर्ा है । शवशिष्ट सहिाशगर्ा क्षेत्.

एक अग्रणी मरबाइल एप्लिकेिन शवकास कंपनी के रूप में , शथंकनेक्स्ट के पास आईओएस, एं डरॉइड,

ब्लैकबेरी ओएस और शवंडरज मरबाइल सशहर् सिी प्रमुख मरबाइल िेटफामों के शलए उच्च प्रिितन,

फीचर-पैक िे िी मरबाइल एप्लिकेिन बनाने का व्यापक अनुिव है ।

शथंकनेक्स्ट टे क्नरलॉजीज प्राइवेट शलशमटे ड एक आईएसओ 9001:2015 प्रमाशणर् कंपनी है जर वेब

शडजाइशनंग, वेब डे वलपमेंट, शडशजटल माकेशटं ग, ईआरपी सॉल्यूिंस, मरबाइल ऐप, टे कस्माटत क्लासेस,

बल्क एसएमएस, वॉयस एसएमएस, बल्क ई-मेल, सुरक्षा प्रणाली, औद्यरशगक प्रशिक्षण और में काम

करर्ी है । िेसमेंट.

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 TABLE OF CONTENT

SR.NO. TITLE PAGE NO.

1 INTRODUCTION 6-37

2 OBJECTIVE &SCOPE THE STUDY 38-40

3 LIERATURE REVIEW 41-44

4 RESEARCH METHODOLOGY 45-48

5 DATA ANALYSIS & INTREPRETATIONS 49-57

6 CONCLUSION & SUGGESTIONS 58-60

7 BIBLIOGRAPHY 61-62

8 QUESTIONNAIRE 63-65

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 CHAPTER-1

INTRODUCTION

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COMPANY PROFILE

ThinkNEXT Technologies Private Limited (Formerly Brilliant Software Solutions) is an ISO

9001:2008 certified software development company founded in August 2009 and it is approved
from Ministry of Corporate Affairs which deals in University/College/School ERP Solutions,
Android /iPhone Applications development, Web designing, Web development, Discount
Deals (www.thinknextcard.com, www.tricitydeal.com), Bulk SMS, Voice SMS, Bulk Email,
Biometric Time Attendance, Access Control, SEO/SMO, Database Solutions, Payment
Gateway Integration, E-Mail Integration, Industrial Training, Corporate Training and
Placements etc. Think NEXT Technologies provides software solutions using latest
technologies e.g. Smart Card, NFC, Biometrics, GPS, Barcode, RFID, SMS, Auto SMS (Short
code), Android, iPhone, Web, Windows and Mobile based technologies.

ThinkNEXT has wide expertise in .NET, Crystal Reports, Java, PHP, Android, iPhone,
Databases (Oracle and SQL Server), Web Designing, Networking, Web Server configurations,
various RAID Levels etc.

ThinkNEXT Technologies has also setup its offices in USA, Delhi, Shimla and Bathinda for
its software support. ThinkNEXT has its own multiple Smart Card printing, encoding and
barcode label printing machines to provide better and effective customer support solutions.

ThinkNEXT has also setup its own placement consultancy and is having numerous placement
partner companies to provide best possible placements in IT industry.

Think NEXT Technologies has developed for the first time in northern region cloud computing
based Cloud Campus 4.0 to facilitate knowledge and placement centric services. It is a unique
concept for effective and collaborative learning.

1. ThinkNEXT deals exclusively in campus automation through Smart Campus ERP

Solutions. Therefore we have better experience in handling large group of institutions
through proper time-tested policies and procedures.
2. First Company of India who has Launched NFC Technology (The Future) for Smart
Campuses through NFC Smart Cards.
3. First Company of India who has launched Android Version of Smart Campus ERP
Solutions for Mobiles and Tablet PCs.

10
 4. First company of India who has developed SMS Opt-In Technology so that
Institutes/Colleges can send Transactional SMS with SMS Sender ID and without SMS
Template approval.
5. First company of Punjab, Haryana, Himachal, J&K (Northern region) who launched
Smart Cards (Contact Type), Smart Cards (Contactless) in Punjab for campus
automation.
6. First company of India which has launched its Think NEXT Smart Card as Discount
Card in more than 120 enterprises.
7. Established own multiple Smart Card Designing, Smart Card Printing, Smart Card
Lamination and Oyster Barcode Printing Units.
8. Multiple SMS Gateway Support.

SERVICES:

We provide Software Solutions using latest technologies or features:

NFC
Biometrics (Fingerprint with Automated Online)
Smart Card
Barcode
RFID
SMS
Short code 56767 (Auto SMS)
Android
ios (phone)
GPS
WAP (For WAP Enabled Mobile Phones)
Multiple SMS Gateway Support
Web based Technologies (365x24x7 services)
Windows based Technologies
Mobile based Technologies
Webcam support for various operations
Parallel Internet, Intranet and Wi-Fi Support

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Vision:

Technologies Pvt. Ltd. are already very flexible and scalable. Still, we always take care of specific requirements of
our clients. Our highly committed R&D team makes our software feature rich, dynamic and
future tuned everyday so that our clients always maintain the lead over their competitors. The
development of the software is being done and the purpose full customization of the package is
carried out in the ThinkNEXT lab.

Mission:

ThinkNEXT is pioneer in Smart Campus ERP Solutions for Universities/Colleges/Schools using

latest technologies and features. We provide software solutions using .NET, PHP, Android,
iphone, Java technologies with three tier-architecture support. We provide back-end solutions
using MS SQL Server, Oracle, and MySQL.

Quality Policy:

We have wide experience working with eminent Educationists, Managements, Directors,

Principals, Head of Departments, other Staff Members, Parents and students. Therefore we do
not sell only software Modules but an innovative system which has more importance than just
ERP software modules. Today Smart Campus solutions are a need of hour for every
University/Group of Colleges or an Institution to make edge over others and maintain a lead over
their competitors. Our Research and Development team is committed to make your institute(s)
to maintain lead over their competitors.

More Services:

• ThinkNEXT offers various industry-ready programs so that student needs not to struggle
for jobs. ThinkNEXT offers 6 weeks/2 Months/6 Months training programs to make
students industry.

ThinkNEXT is pioneer in providing best placements in Industry. We offer minimum

five job interviews for each student and provide 100% Placement Assistance.

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 • ThinkNEXT Offers Life-Time Validity Learning and Placement Card. Students
undergoing six months training will have advantage to learn free of cost anything against
that training program for life-time.

• ThinkNEXT offers Part-Time/Full Time Job Offer for each student during training so
that students can earn while they learn. Student can bear their food, accommodation and
other expenses on.

MANAGEMENT OF THINKNEXT TECHNOLOGIES PVT.LTD.

BOARD OF DIRECTOR

 Sunil Jindal
 Munish Mittal
 Ghansham Das
 Vikas Gupta

MANAGING DIRECTOR

 Sunil Jindal

MARKETING HEAD

 Munish Mittal

IT HEAD

 Mukesh Kumar

13
SOME OF OUR CLIENTS:

14
15
PLACEMENTS

Company List

16
INDUSTRIAL TRAINING

6 Months/Weeks Industrial Training Programs

 Microsoft .NET

 Android

 iPhone

 Java

 PHP/MySQL

 Web Designing

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 Embedded Systems

 AutoCAD

 Online Bidding (Freelancing)

 Oracle/SQL Server Administration

 Software Testing and Quality Assurance

 Hardware & Networking

 CCNA

 MCITP

 SEO

 CATIA

 Pro-E

 Solid Works

 Human Resource

 Marketing

 Finance

 (FREE Spoken English/Personality Development/IELTS Classes on daily basis with

Industrial Training + Job Offer).

 One-to-one Project and Project will be made Live and to make it Live, ThinkNEXT
will provide sub-domain and hosting worth Rs. 3000 absolutely free to each student for
web based Project. To host mobile apps, ThinkNEXT will provide free Google Play
account (For Android Mobile Apps) and Apple iTunes Connect Account (Apple App
Store) for iPhone Apps.

ThinkNEXT Edge

 Industrial Training and Certificates from Software/Electronics Company not just from an
institute

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 Free Interview Preparation, Spoken English and Personality Development Programmers.

 Opportunity to get placed in ThinkNEXT and numerous other companies.

 Life-Time Validity Learning and Placement Card.

 Part-Time/Full-Time Job Offer for each student during Training.

 Think NEXT Cloud Campus advantage not only during training, even after completion of
training for life time.

 One-to-one PC and Corporate Environment.

 Learn from Developers/Industry experts rather than Trainers/Teachers.

 Direct interaction with Developers/Industry Experts.

 Industrial training programmers are designed to make students industry-ready.

 Large Display LEDs in each Class-Room/Lab, Wi-Fi Labs.

 Guest Lectures/Seminars by Industry Experts.

 Every Student is provided with “Live Projects” mentored by Software/

Electronics/Industry Experts.

 100% Placement assistance.

Think NEXT Cloud Campus Advantages

 Each Student will have Unique User ID and Password to Login to ThinkNEXT Cloud
Campus 4.0 anytime…anywhere…

 View Numerous Technical, Personality Development Videos anytime…anyhere…

 Students will be able to download e-Books, e-Journals, Class Notes, Important Links and
other study material.

 ThinkNEXT Smart Campus is a step towards not only 100% placements but also better
job offers even after placements.

 Student Profile, Instant Technical Updates, Class Notes, Project Report Submitted,
Attendance, Performance, Notice-Board, Class Timings etc. Everything online.

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 Communication with industry experts, Technologists through cloud Campus
anytime…anywhere….

 Regular SMSes and E-mail for Related Job Offers.

 Access through PCs, Laptops, Tablet PCs, Mobiles via internet.

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HUMAN RESOURCE MANAGEMENT

WHAT IS HUMAN RESOURCE MANAGEMENT?

HRM is the study of activities regarding people working in an organization. It is a managerial
function that tries to match an organization’s needs to the skills and abilities of its employees.

DEFINITION OF HRM
Human resources management (HRM) is a management function concerned with hiring,
motivating and maintaining people in an organization. It focuses on people in organizations.
Human resource management is designing management systems to ensure that human talent is
used effectively and efficiently to accomplish organizational goals.

NATURE OF HRM
HRM is a management function that helps manager’s to recruit, select, train and develop
members for an organization. HRM is concerned with people’s dimension in organizations.

The following constitute the core of HRM

1. HRM Involves the Application of Management Functions and Principles. The functions and
principles are applied to acquiring, developing, maintaining and providing remuneration
toemployees in organization.

2. Decision Relating to Employees must be Integrated. Decisions on different aspects of

employees must be consistent with other human resource (HR) decisions.

3. Decisions Made Influence the Effectiveness of an Organization. Effectiveness of an

organization will result in betterment of services to customers in the form of high quality
products supplied at reasonable costs

SCOPE OF HRM
The scope of HRM is indeed vast. All major activities in the working life of a worker – from
the time of his or her entry into an organization until he or she leaves the organizations comes
under the purview of HRM. The major HRM activities include HR planning, job analysis, job
design, employee hiring, employee and executive remuneration, employee motivation,
employee maintenance, industrial relations and prospects of HRM.

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The scope of Human Resources Management extends to:

 All the decisions, strategies, factors, principles, operations, practices, functions, activities
andmethods related to the management of people as employees in any type of organization.
 All the dimensions related to people in their employment relationships, and all the
dynamics that flow from it.

The scope of HRM is really vast. All major activities n the working life of a worker – from the
time of his or her entry into an organization until he or she leaves it comes under the purview
of HRM. American Society for Training and Development (ASTD) conducted fairly an
exhaustive study in this field and identified nine broad areas of activities of HRM.

These are given below:

 Human Resource Planning

 Design of the Organization and Job
 Selection and Staffing
 Training and Development
 Organizational Development
 Compensation and Benefits
 Employee Assistance
 Union/Labour Relations
 Personnel Research and Information System

a) Human Resource Planning:The objective of HR Planning is to ensure that the organization

has the right types of persons at the right time at the right place. It prepares human resources
inventory with a view to assess present and future needs, availability and possible shortages in
human resource. Thereupon, HR Planning forecast demand and supplies and identify sources
of selection. HR Planning develops strategies both long-term and short-term, to meet the man-
power requirement.

b) Design of Organization and Job:This is the task of laying down organization structure,
authority, relationship and responsibilities. This will also mean definition of work contents for
each position in the organization. This is done by “job description”. Another important step is
“Job specification”. Job specification identifies the attributes of persons who will be most
suitable for each job which is defined by job description.

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c) Selection and Staffing:This is the process of recruitment and selection of staff. This
involves matching people and their expectations with which the job specifications and career
path available within the organization.

d) Training and Development:This involves an organized attempt to find out training needs
of the individuals to meet the knowledge and skill which is needed not only to perform current
job but also to fulfill the future needs of the organization.

e) Organizational Development:This is an important aspect whereby “Synergetic effect” is

generated in an organization i.e. healthy interpersonal and inter-group relationship within the
organization.

f) Compensation and Benefits:This is the area of wages and salaries administration where
wages and compensations are fixed scientifically to meet fairness and equity criteria. In
additionlabourwelfare measures are involved which include benefits and services.

g) Employee Assistance: Each employee is unique in character, personality, expectation and

temperament. By and large each one of them faces problems everyday. Some are personal some
are official. In their case he or she remains worried. Such worries must be removed to make
him or her more productive and happy.

h) Union-Labour Relations: Healthy Industrial and Labour relations are very important for
enhancing peace and productivity in an organization. This is one of the areas of HRM.

i) Personnel Research and Information System:Knowledge on behavioral science and

industrial psychology throws better insight into the workers expectations, aspirations and
behavior. Advancement of technology of product and production methods have created
working environment which are much different from the past. Globalization of economy has
increased competition many fold. Science of ergonomics gives better ideas of doing a work
more conveniently by anemployee. Thus, continuous research in HR areas is an unavoidable
requirement. It must also takespecial care for improving exchange of information through
effective communication systems on a continuous basis especially on moral and motivation.

OBJECTIVES OF HRM
The primary objective of HRM is to ensure the availability of competent and willing workforce
to an organization. The specific objectives include the following:

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1) Human capital : assisting the organization in obtaining the right number and types of
employees to fulfill its strategic and operational goals.

2) Developing organizational climate: helping to create a climate in which employees are

encouraged to develop and utilize their skills to the fullest and to employ the skills and abilities
of the workforce efficiently.

3) Helping to maintain performance standards and increase productivity through effective job
design; providing adequate orientation, training and development; providing performance-
related feedback; and ensuring effective two-way communication.

4) Helping to establish and maintain a harmonious employer/employee relationship.

5) Helping to create and maintain a safe and healthy work environment.

6) Developing programs to meet the economic, psychological, and social needs of the
employees and helping the organization to retain the productive employees.

7) Ensuring that the organization is in compliance with provincial/territorial and federal laws
affecting the workplace (such as human rights, employment equity, occupational health and
safety, employment standards, and labour relations legislation). To help the organization to
reach its goals.

8) To provide organization with well-trained and well-motivated employees.

9) To increase the employees satisfaction and self-actualization.

10) To develop and maintain the quality of work life.

The above stated HRM objectives can be summarized under four specific objectives: societal,
organizational, and functional and personnel.

Figure 1.2: Objectives of HRM

Objectives of HRM

Societal Organizational Functional Personnel

Objectives Objectives Objectives Objectives

1) Societal Objectives:seek to ensure that the organization becomes socially responsible to

theneeds and challenges of the society while minimizing the negative impact of such demands

24
upon the organization. The failure of the organizations to use their resources for the society’s
benefit in ethical ways may lead to restriction.

2) Organizational Objectives:it recognizes the role of HRM in bringing about organizational

effectiveness. It makes sure that HRM is not a standalone department, but rather a means to
assist the organization with its primary objectives. The HR department exists to serve the rest
of the organization.

3) Functional Objectives: is to maintain the department’s contribution at a level appropriate

to the organization’s needs. Human resources are to be adjusted to suit the organization’s
demands. The department’s value should not become too expensive at the cost of the
organization it serves.

4) Personnel Objectives: it is to assist employees in achieving their personal goals, at least as

far as these goals enhance the individual’s contribution to the organization. Personal objectives
of employees must be met if they are to be maintained, retained and motivated. Otherwise
employee performance and satisfaction may decline giving rise to employee turnover.

ROLE OF HRM
The role of HRM is to plan, develop and administer policies and programs designed to make
optimum use of an organizations human resources. It is that part of management which is
concerned with the people at work and with their relationship within enterprises. Its objectives
are:

(a) effective utilization of human resources,

(b) desirable working relationships among all members of the organizations,

(c) maximum individual development. Human resources function as primarily administrative

and professional.

HR staff focused on administering benefits and other payroll and operational functions and
didn’t think of themselves as playing a part in the firm’s overall strategy. HR professionals
have an all encompassing role. They are required to have a thorough knowledge of the
organization and its intricacies and complexities. The ultimate goal of every HR person should
be to develop a linkage between the employee and organization because employee’s
commitment to the organization is crucial.

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 To develop a thorough knowledge of corporate culture, plans and policies.
 To act as an internal change agent and consultant
 To initiate change and act as an expert and facilitator
 To actively involve in company’s strategy formulation
 To keep communication line open between the HRD function and individuals and groups
bothwithin and outside the organization\.
 To diagnose problems and determine appropriate solution particularly in the human
resourceareas.
 To provide co-ordination and support services for the delivery of HRD programmes and
services.
 To evaluate the impact of an HRD intervention or to conduct research so as to identify,
develop ortest how HRD In general has improved individual and organizational
performance.

Different management gurus have deliberated different roles for the HR manager based on the
major responsibilities that they full fill in the organization. Few of the commonly accepted
models are enumerated below.

Pat Mc Lagan has suggested nine roles that are played by HR practitioners

1. To bring the issues and trends concerning an organization’s external and internal people to
the attention of strategic decision makers and to recommend long term strategies to support
organizational excellence and endurance.

2. To design and prepare HR systems and actions for implementation so that they can produce
maximum impact on organizational performance and development.

3. To facilitate the development and implementation of strategies for transforming one’s own
organization by pursuing values and visions.

4. To create a positive relationship with the customer’s by providing them with the best
services; toutilize the resources to the maximum and to create commitment among the people
who help the organization to meet the customers needs whether directly connected or indirectly
connected to the organization.

5. To identify the learning needs hence to design and develop structured learning programmes
and materials to help accelerate learning for individuals and groups.

26
6. To enable the individuals and groups to work in new situations and to expend \and change
their views so that people in power move from authoritarian to participative models of
leadership.

According to Dave Ulrich HR play’s four key roles.

1. Strategic Partner Role-turning strategy into results by building organizations that create
value.

2. Change Agent Role- making change happen, and in particular, help it happen fast.

3. Employees Champion Role—managing the talent or the intellectual capital within a firm.

4. Administrative Role—trying to get things to happen better, faster and cheaper.

The role HR in organizations has undergone an extensive change and many organizations have
gradually oriented themselves from the traditional personnel management to a human resources
management approach.

The basic approach of HRM is to perceive the organization as a whole. Its emphasis is not only
on production and productivity but also on the quality of life. It seeks to achieve the paramount
development of human resources and the utmost possible socio-economic development.

INTRODUCTION TO MOTIVATION

Meaning of Employee Motivation

The word motivation has been derived from motive which means any idea, need or emotion
that prompts a man in to action. Whatever may be the behavior of man, there is some stimulus
behind it .Stimulus is dependent upon the motive of the person concerned. Motive can be
known by studying his needs and desires.

There is no universal theory that can explain the factors influencing motives which control
mans behavior at any particular point of time. In general, the different motives operate at
different times among different people and influence their behaviors. The process of motivation
studies the motives of individuals which cause different type of behavior.

27
Definition of Motivation

According to Edwin B Flippo, “Motivation is the process of attempting to influence others to

do their work through the possibility of gain or reward.

Significance of Motivation

Motivation involves getting the members of the group to pull weight effectively, to give their
loyalty to the group, to carry out properly the purpose of the organization. The following results
may be expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with opportunities
to fulfill their physiological and psychological needs. The workers will cooperate
voluntarily with the management and will contribute their maximum towards the goals of
the enterprise.
2. Workers will tend to be as efficient as possible by improving upon their skills and
knowledge so that they are able to contribute to the progress of the organization. This will
also result in increased productivity.
3. The rates of labor’s turnover and absenteeism among the workers will be low.

28
4. There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.
5. The number of complaints and grievances will come down. Accident will also be low.
6. There will be increase in the quantity and quality of products. Wastage and scrap will be
less. Better quality of products will also increase the public image of the business.

Motivation Process

1. Identification of need
2. Tension
3. Course of action
4. Result –Positive/Negative
5. Feed back

Theories of Motivation

Understanding what motivated employees and how they were motivated was the focus of many
researchers following the publication of the Hawthorne study results (Terpstra, 1979). Six
major approaches that have led to our understanding of motivation are Mcclelland’s
Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need
hierarchy or Deficient theory of motivation. J.S. Adam’s Equity Theory, Vrooms Expectation
Theory, Two factor Theory.

1. McClelland’s Achievement Need Theory.

According to McClelland’s there are three types of needs;

Need for Achievement (n Ach);

This need is the strongest and lasting motivating factor. Particularly in case of persons who
satisfy the other needs. They are constantly pre occupied with a desire for improvement and

29
lack for situation in which successful outcomes are directly correlated with their efforts. They
set more difficult but achievable goals for themselves because success with easily achievable
goals hardly provides a sense of achievement.

Need for Power (n POW)

It is the desire to control the behavior of the other people and to manipulate the surroundings.
Power motivations positive applications results in domestic leadership style, while it negative
application tends autocratic style.

Need for affiliation (n AFF)

It is the related to social needs and creates friendship. This results in formation of informal
groups or social circle.

2. Behavioral Modification Theory;

According to this theory people behavior is the outcome of favorable and unfavorable past
circumstances. This theory is based on learning theory. Skinner conducted his researches
among rats and school children. He found that stimulus for desirable behavior could be
strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this
theory may be found in the installation of financial and non financial incentives.

More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase
of low standard work may also produce the desired result. However, researches show that it is
generally more effective to reward desired behavior than to punish undesired behavior.

3.Abraham H Maslow Need Hierarchy or Deficient theory of Motivation.

The 2intellectual basis for most of motivation thinking has been provided by behavioral
scientists, A.H Maslow and Frederick Heizberg, whose published works are the “Bible of
Motivation”. Although Maslow himself did not apply his theory to industrial situation, it has
wide impact for beyond academic circles. Douglous Mac Gregor has used Maslow’s theory to
interpret specific problems in personnel administration and industrial relations.

The crux of Maslow’s theory is that human needs are arranged in hierarchy composed of five
categories. The lowest level needs are physiological and the highest levels are the self
actualization needs. Maslow starts with the formation that man is a wanting animal with a
hierarchy of needs of which some are lower ins scale and some are in a higher scale or system

30
of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be
satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles
the standard economic theory of diminishing returns. The hierarchy of needs at work in the
individual is today a routine tool of personnel trade and when these needs are active, they act
as powerful conditioners of behavior- as Motivators.

Hierarchy of needs; the main needs of men are five. They are physiological needs, safety needs,
social needs, ego needs and self actualization needs, as shown in order of their importance.

Self-
Actualization

Ego Needs

Social Needs

Safety Needs

Physiological Needs

The above five basic needs are regarded as striving needs which make a person do things. The
first model indicates the ranking of different needs. The second is more helpful in indicating
how the satisfaction of the higher needs is based on the satisfaction of lower needs. It also
shows how the number of person who has experienced the fulfillment of the higher needs
gradually tapers off.

31
A. Physiological or Body Needs: - The individual move up the ladder responding first to
the physiological needs for nourishment, clothing and shelter. These physical needs
must be equated with pay rate, pay practices and to an extent with physical condition
of the job.
B. Safety: - The next in order of needs is safety needs, the need to be free from danger,
either from other people or from environment. The individual want to assured, once his
bodily needs are satisfied, that they are secure and will continue to be satisfied for
foreseeable feature. The safety needs may take the form of job security, security against
disease, misfortune, old age etc as also against industrial injury. Such needs are
generally met by safety laws, measure of social security, protective labor laws and
collective agreements.
C. Social needs: - Going up the scale of needs the individual feels the desire to work in a
cohesive group and develop a sense of belonging and identification with a group. He
feels the need to love and be loved and the need to belong and be identified with a
group. In a large organization it is not easy to build up social relations. However close
relationship can be built up with at least some fellow workers. Every employee wants
too feel that he is wanted or accepted and that he is not an alien facing a hostile group.
D. Ego or Esteem Needs: - These needs are reflected in our desire for status and
recognition, respect and prestige in the work group or work place such as is conferred
by the recognition of ones merit by promotion, by participation in management and by
fulfillment of workers urge for self expression. Some of the needs relate to ones esteem
e.g.; need for achievement, self confidence, knowledge, competence etc. On the job,
this means praise for a job but more important it means a feeling by employee that at
all times he has the respect of his supervisor as a person and as a contributor to the
organizational goals.
E. Self realization or Actualization needs: - This upper level need is one which when
satisfied provide insights to support future research regarding strategic guidance for
organization that are both providing and using reward/recognition programs makes the
employee give up the dependence on others or on the environment. He becomes growth
oriented, self oriented, directed, detached and creative. This need reflects a state defined
in terms of the extent to which an individual attains hispersonnel goal. This is the need
which totally lies within oneself and there is no demand from any external situation or
person.

32
4. J.S Adams Equity Theory

Employee compares her/his job inputs outcome ratio with that of reference. If the employee
perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality,
increased absenteeism, voluntary resignation.

5.Vroom’sExpectation Theory

Vroom’s theory is based on the belief that employee effort will lead to performance and
performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative.
The more positive the reward the more likely the employee will be highly motivated.
Conversely, the more negative the reward the less likely the employee will be motivated.

6.Two Factor Theory

Douglas McGregor introduced the theory with the help of two views; X assumptions are
conservative in style Assumptions are modern in style.

X Theory

 Individuals inherently dislike work.

 People must be coerced or controlled to do work to achieve the objectives.
 People prefer to be directed
Y Theory

 People view work as being as natural as play and rest

 People will exercise self direction and control towards achieving objectives they are
committed to
 People learn to accept and seek responsibility.

Types of Motivation

There are two types of motivation, Intrinsic and Extrinsic motivation. It's important to
understand that we are not all the same; thus effectively motivating your employees requires

33
that you gain an understanding of the different types of motivation. Such an understanding
will enable you to better categorize your team members and apply the appropriate type of
motivation. You will find each member different and each member's motivational needs will
be varied as well. Some people respond best to intrinsic which means "from within" and will
meet any obligation of an area of their passion. Quite the reverse, others will respond better to
extrinsic motivation which, in their world, provides that difficult tasks can be dealt with
provided there is a reward upon completion of that task. Become an expert in determining
which type will work best with which team members.

Intrinsic Motivation:

Intrinsic motivation means that the individual's motivational stimuli are coming from within.
The individual has the desire to perform a specific task, because its results are in accordance
with his belief system or full fill a desire and therefore importance is attached to it.

Our deep-rooted desires have the highest motivational power. Below are some examples:

 Acceptance: We all need to feel that we, as well as our decisions, are accepted by our
co-workers.
 Curiosity: We all have the desire to be in the know.
 Honor: We all need to respect the rules and to be ethical.
 Independence: We all need to feel we are unique.
 Order: We all need to be organized.
 Power: We all have the desire to be able to have influence.
 Social contact: We all need to have some social interactions.
 Social Status: We all have the desire to feel important.

Extrinsic Motivation:

Extrinsic motivation means that the individual's motivational stimuli are coming from
outside. In other words, our desires to perform a task are controlled by an outside source.
Note that even though the stimuli are coming from outside, the result of performing the task
will still be rewarding for the individual performing the task.

34
Extrinsic motivation is external in nature. The most well-known and the most debated
motivation is money. Below are some other examples:

Employee of the month award

Benefit package
Bonuses
Organized activities

Incentives

An incentive is something which stimulates a person towards some goal. It activates human
needs and creates the desire to work. Thus, an incentive is a means of motivation. In
organizations, increase in incentive leads to better performance and vice versa.

Need for Incentives

Man is a wanting animal. He continues to want something or other. He is never fully satisfied.
If one need is satisfied, the other need need arises. In order to motivate the employees, the
management should try to satisfy their needs. For this purpose, both financial and non financial
incentives may be used by the management to motivate the workers. Financial incentives or
motivators are those which are associated with money. They include wages and salaries, fringe
benefits, bonus, retirement benefits etc. Non financial motivators are those which are not
associated with monetary rewards. They include intangible incentives like ego-satisfaction,
self-actualization and responsibility.

35
INCENTIVES

Financial Incentives Non-financial incentives

- Wages and Salaries. - Competition

- Bonus - Group recognition
- Medical reimbursement - Job security
- Insurance - Praise
- Housing facility - Knowledge of result
- Retirement benefits. - Workers participation.
- Suggestion system.

- Opportunities for growth

Motivation is the key to performance improvement

There is an old saying you can take a horse to the water but you cannot force it to drink; it will
drink only if it's thirsty - so with people. They will do what they want to do or otherwise
motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must
be motivated or driven to it, either by themselves or through external stimulus.

Are they born with the self-motivation or drive? Yes and no. If no, 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:

36
  Job performance =f(ability)(motivation)

Ability in 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 an uninitiated manager may not even know where to start. As a guideline, there are
broadly seven strategies for motivation.

There are broadly seven strategies for motivation.

 Positive reinforcement / high expectations

 Effective discipline and punishment
 Treating people fairly
 Satisfying employees needs
 Setting work related goals
 Restructuring jobs
 Base rewards on job performance

Essentially, there is a gap between an individual’s actual state and some desired state and the
manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate this
gap.

How to motivate

1. Ask

Ask people questions. There are two goals of asking questions. To find out what people are
passionate about and to make sure that they know you care about what they think.

If you are at a loss as to what motivates people, their passions are a great start. Do not fall
into the error of asking, “What are you passionate about” and taking what they say at face
value. Look for body language signs that reinforce their stated passion. In an era of self
helpby means of television, radio and new age music, almost everyone is convinced they
need to be passionate about something and quite often make it up, even to themselves.

37
It is better to have a conversation, asking how things could be done better around here.
Respond with further questions to explore. The phrase, “Tell me more” works well to open
up the conversation further. Have several conversations like this and as trust develops you
will find out what motivates people without having to ask.

Having a conversation with people where you are genuinely interested in their responses
builds self esteem for the person to whom the questions are directed.

2. Involve

For major and minor changes, go further than asking for advice and opinions; involve people
in analysis and design of solutions. It is not necessary to set up quality circles as part of a
complete quality management system. Involve people in the definition of the problem and
they will own it. Involve them in the analysis to create solutions and they will own the
solution alternatives. Involve them in the design of the implementation and they will own the
outcome.

3. Communicate

When you are anticipating change, let people know what your intentions are. Tell them the
goal. Tell them the rationale. Tell them the consequences and timing of what you intend to
do. Tell them the consequences and timing of doing nothing. Tell them the process by which
things will happen. Tell them how to find out more information. Tell them how to make sure
their comments and thoughts are to be included.

4. Appreciate

Appreciate people’s achievements in public. Even those who shun the limelight will
appreciate being commended in a low key way in public. Be specific. Do not say, “I just want
to commend Jim for the great job he is doing”. The assembled group, including Jim, is likely
to have two or more views on what behaviours “Doing a great job” reflects.

38
5. Reprimand

Reprimand in private. People will talk and the fact a reprimand has been given will be
known. Embarrassing people in public will de-motivate. Reprimanding in a constructive
manner will motivate.

6. Build

Build people’s strengths and help them eliminate their weaknesses. Make it unacceptable to
continue in a position where a weakness is a liability for the team. However, make it
acceptable to have a weakness on which people are willing to work. Help them help
themselves. Allow more skilled team members to help them. Monitor progress and appreciate
progress.

7. Delegate

Delegate your responsibilities to people who have the competence to execute some of your
tasks. State clearly what is expected, setting a standard which is mutually understood.
Delegate the authority. Do not double check them as routine. At the beginning of delegation
monitor their output as part of an greed standard of handing over delegation. At an agreed
level of execution quality, stop monitoring except for normal quality audit purposes. Make
sure the data required to execute the tasks is easily accessible.

ADVANTAGES OF MOTIVATION

The major benefits of motivation in an organizations are as follows:

1. Need satisfaction

Motivation satisfies the needs of individuals as well groups. Every individual or group of
individuals joins an organization to fulfill certain personal needs. The motivation function of
the manager serves to help such fulfillment.

39
2 Job satisfaction

Motivation also promotes job satisfaction. When an employee’s needs are satisfied, he is on
the whole happy. His job satisfaction is of more direct concern. It is the key to other
important consequences.

3.Productivity

An individual’s contribution to output is the resultant of two variables-his capacity for work
and his willingness to work. If P is performance, an ability and M motivation, then P = A X
M. It is clear that performance is not equal to the sum of an individual’s ability and
motivation but rather to the product of these two variables.

4.Learning

Motivation helps the learning process. Without motivation learning does not take place.
There must be motivation or drive before there can be learning. Motivation stimulates interest
and the attitude of willing to learn.

5.Discipline

Motivation promotes self-discipline. The idea of discipline generally carries a negative

connotation. Subordinates obey a superior and maintain orderlybehaviourfor fear of
punishment. But motivation raises discipline to a positive level.

6.Dynamism

There is an element of dynamism in motivation. When the rank and file workers and
managers are properly motivated, a kinetic energy is generated which produces a tremendous
impact not merely on the productivity and profits of an organization but also on its industrial
relations, public image, stability and future development.

40
 CHAPTER-2

OBJECTIVE AND SCOPE

41
OBJECTIVES OF THE STUDY

Primary objective:

To study of the motivation level of employees.

Secondary Objectives:

To study the effectiveness of the techniques adopted by the company in employee motivation.

To study about the benefits and facilities provided to the employees.

To learn the employees satisfaction on the interpersonal relationship

Exits in theorganization.

42
Objectives of Employee Motivation

SCOPE OF THE STUDY

It is always essential for a concern to access its strategies and reshape its destiny. It is necessaryfor every
organization to study the different aspects that affects the organization development.Every study has a clear
and specific scope.The scope of this study is limited to IGP Engineers Pvt. Ltd. In this survey the emphasis is
on themotivation of employees. The scope of the study involves the preparation of questionnaire anddata of
the company.

43
 CHAPTER-3

LITERATURE REVIEW

44
A Literature Review

Classification and job evaluation procedures have come under attack in the public sector in
recent years. (1)
Criticisms range from charges of favoritism and politics being used to make job value
decisions to the reinforcement of bureaucratic thinking.

(2) Arguments have been made that market pricing and skill and competency pay are needed
to assess job worth rather than traditional classification and job evaluation practices.

(3)While the debates concerning classification and job evaluation systems are informative,

they may be misleading. Often missing from those debates is reference to the voluminous

body of scientific and practical literature that has been amassed on classification and job
evaluation systems.

The purpose of this review is to help public sector human resource professionals make

informed decisions about whether to change or even abandon traditional classification and

other job evaluation systems for compensation purposes.

In order to accomplish this objective, a literature review is conducted on job evaluation over

the years, and more recently, the literature that has been conducted more broadly on work

evaluation. Work evaluation is a broader concept than job evaluation and allows for the

evaluation of roles, competencies, and teams as well as the evaluation of tasks and duties

associated with traditional job evaluation systems.

(4) As will be shown in this review, job evaluation is most certainly not gone nor should it be

forgotten. However, current job evaluation approaches need to be broadened to adapt to the

changing nature of work in public sector organizations.

45
A Brief Literature Review on Employee Motivation

Bruce and Pepitone (1999)

The role of facilitating quality subordinate-superior communication at various levels

effectively employing a wide range of communication channels has been praised by Shields

(2007) in terms of its positive contribution in boosting employee morale. Shields (2007)

stresses two specific advantages of such a practice that relate to offering employees a chance

to raise their concerns and put across their points regarding various aspects of their jobs, as

well as, supplying them with the feeling of engagement and appreciation.

According to Lockley (2012)

Offering training and development programs that effectively contributes to personal and

professional growth of individuals is another effective employee motivation strategy. At the

same time, Lockley (2012) warns that in order for motivational aspects of training and

development initiatives to be increased, ideally they need to be devised and implemented by a

third party with relevant competency and experience.

Alternative working patterns such as job-rotating, job-sharing, and flexible working have

been branded as effective motivational tools by Llopis (2012). Moreover, Llopis (2012)

argues that motivational aspects of alternative working patterns along with its other benefits

are being appreciated by increasing numbers of organisations, however, at the same time;

many organisations are left behind from benefiting from such opportunities.

46
Furthermore, Wylie (2004)

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.

47
 Chapter -4

RESEARCH

METHODOLOGY

48
RESEARCH METHODOLOGY

Research is a systematic method of finding solutions to problems. It is essentially an

investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.
According to Clifford woody, “research comprises of defining and redefining problem,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
reaching conclusions, testing conclusions to determine whether they fit the formulated
hypothesis”1

1. Sampling Design.

A sample design is a finite plan for obtaining a sample from a given population. Simple random
sampling is used for this study.

2.Universe.

The universe chooses for the research study is the employees of Hyderabad Industries Ltd.

3.Sample Size.

Number of the sampling units selected from the population is called the size of the sample.
Sample of 35 respondents were obtained from the population.

4.Sampling Procedure.

The procedure adopted in the present study is probability sampling, which is also known as
chance sampling. Under this sampling design, every item of the frame has an equal chance of
inclusion in the sample.

5.Methods of Data Collection.

The data’s were collected through Primary and secondary sources.

Primary Sources

Primary data are in the form of “raw material” to which statistical methods are applied for the
purpose of analysis and interpretations.

49
The primary sources are discussion with employees, data’s collected through questionnaire.

Secondary Sources

Secondary data’s are in the form of finished products as they have already been treated
statistically in some form or other.

The secondary data mainly consists of data and information collected from records, company
websites and also discussion with the management of the organization. Secondary data was
also collected from journals, magazines and books.

6. Nature of Research

Descriptive research, also known as statistical research, describes data and characteristics about
the population or phenomenon being studied. Descriptive research answers the questions who,
what, where, when and how.

Questionnaire.

A well defined questionnaire that is used effectively can gather information on both overall
performance of the test system as well as information on specific components of the system. A
defeated questionnaire was carefully prepared and specially numbered. The questions were
arranged in proper order, in accordance with the relevance.

Nature of Questions Asked.

The questionnaire consists of open ended, dichotomous, rating and ranking questions.

Pre-testing

A pre-testing of questionnaire was conducted with 10 questionnaires, which were distributed

and all of them were collected back as completed questionnaire. On the basis of doubts raised
by the respondents the questionnaire was redialed to its present form.\

Sample

A finite subset of population, selected from it with the objective of investigating its properties
called a sample. A sample is a representative part of the population. A sample of 35 respondents

50
in total has been randomly selected. The response to various elements under each questions
were totaled for the purpose of various statistical testing.

Variables of the Study.

The direct variable of the study is the employee motivation. Indirect variables are the
incentives, interpersonal relations, career development opportunities and performance
appraisal system.

Presentation of Data.

The data are presented through charts and tables.

Tools and Techniques for Analysis.

Correlation is used to test the hypothesis and draw inferences.

51
 CHAPTER-5

DATA
ANALYSIS&INTREPRETATIONS

52
DESCRIPTIVE STATISTICS

1.1 What is the response about the support from the HR department?

SL NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Highly satisfied 10 28.57

2 Satisfied 22 62.85

3 Neutral 3 8.57

4 Dissatisfied 0 0

5 Highly dissatisfied 0 0

Total 35 100

70

60

50

40

30 62.85 Series 1

20
28.57
10
8.57
0 0 0
Category 1 Category 2 Category 3 Category 4 category

INTERPRETATION

The table shows that 28.57% of the respondents are satisfied with the support they are getting
from the HR department.

53
1.2 Does the management is interested in motivating the employees?

SL NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Strongly Agree 17 48.57

2 Agree 15 42.85

3 Neutral 3 8.57

4 Disagree 0 0

5 Strongly Disagree 0 0

Total 35 100

60

50

40

30
Series 1
48.57
20 42.85

10
8.57
0 0 0
Category 1 Category 2 Category 3 Category 4 category

INTERPRETATION

The table shows that 48.57% of the respondents are strongly agreeing that the management is
interested in motivating the employees.

54
1.3 Which type of incentives motivates you more?

SL NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Financial Incentives 15 42.85

2 Non financial Incentives 10 28.57

3 Both 10 28.57

Total 35 100

00

28.57
42.85
Series 1

28.57

INTERPRETATION

The table shows that 28.57% of the respondents are expressing that both financial and non
financial incentives will equally motivate them.

55
1.4 Are you satisfied with the present incentives scheme?

SL NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Highly satisfied 12 34.28

2 Satisfied 15 42.85

3 Neutral 8 22.85

4 Dissatisfied 0 0

5 Highly dissatisfied 0 0

Total 35 100

45

40

35

30

25
42.85 Series 1
20
34.28
15
22.85
10

0 0 0
Category 1 Category 2 Category 3 Category 4 category 5

INTERPRETATION

The table shows that 42.85% of the respondents are satisfied with the present incentive scheme
of the organization.

56
1.5 Does the company is eager to recognizing and acknowledging
employee’s work?

SL NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Strongly Agree 10 28.57

2 Agree 20 57.14

3 Neutral 5 14.28

4 Disagree 0 0

5 Strongly Disagree 0 0

Total 35 100

60

50

40

30 57.14 Series 1

20
28.57
10
14.28

0 0 0
Category 1 Category 2 Category 3 Category 4 category 5

INTERPRETATION

From the study, 57.14% of employees agreed that the company is eager in recognizing and
acknowledging their work, 28.57% strongly agreed and only 14.28% showed neutral response.

57
1.6 Is there any periodical increase in salary?

SL NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Strongly Agree 7 20

2 Agree 10 28.57

3 Neutral 5 14.28

4 Disagree 8 22.85

5 Strongly Disagree 5 14.28

Total 35 100

30

25

20

15 28.57 Series 1
22.85
10 20
14.28 14.28
5

0
Category 1 Category 2 Category 3 Category 4 category 5

INTERPRETATION

The table shows 28.57%of employees agree that there is a periodical increase in the salary.

58
1.7 Does safety measures exists in the organization?

SL NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Strongly Agree 10 28.57

2 Agree 5 14.28

3 Neutral 8 22.85

4 Disagree 7 20

5 Strongly Disagree 5 14.28

Total 35 100

30

25

20

15 28.57 Series 1
22.85
10 20
14.28 14.28
5

0
Category 1 Category 2 Category 3 Category 4 category 5

INTERPRETATION

The table shows 28.57% of employees strongly agree that there is a safety in the salary

59
1.8What are the Factors which motivates you the most?

SL NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Salary increase 12 34.28

2 Promotion 10 28.57

3 Leave 7 20

4 Motivational talk 3 8.57

5 Recognition 3 8.57

Total 35 100

40

35

30

25

20
Series 1
34.28
15 28.57

10 20

5 8.57 8.57

0
Category 1 Category 2 Category 3 Category 4 category 5

Interpretation

The table shows that the 34.28% of the respondent is responding that increase in salary will
motivate them the most.

60
 CHAPTER-6

CONCLUSION&
SUGGESTION

61
 CONCLUSION

The study concludes that, the motivational program procedure in THINKNEXT

TECHNOLOGIES PVT. LTD is highly effective. The study on employee motivation highlighted
so many factors which will help to motivate the employees. The study was conducted among 50
employees and collected information through structured questionnaire. The study helped to
findings which were related with employee motivational programs which are provided in the
organization. The overall effectiveness of the employees showed, Job Involvement (JI),
Hierarchical Relationship (HR), Knowledge management (KM) and Organizational Reward
(ORD) as the important factors to accomplish the goals of the organization. Most of the mechanism
in operation is voluntary in character and work related issues are mainly taken-up through
suggestion schemes. Informal groups and small group activity, while interest related issues are
taken-up through collective bargaining system. Consultative mechanisms thrive in areas where
management is willing to share power. Centralized system does not nurture workers participation.
Top management commitment is also an essential ingredient for participative climate. In order to
motivate labour in a greater effort and nourish the productivity culture, the management – labour
relations has improve further. Commitment and empowerment feed on each other. Only committed
employees can be aware of what is happening in the company. The findings of the study indicate
that informal groups perception has led to the organizational development exhibited through
various factors. A similar find of informal group functioning will enhance any organization’s

FINDINGS

The findings of the study are follows:

1) There is a harmonious relationship is exist in the organization between employees and

management.
2) The employees are really motivated by the management.
3) The employees are satisfied with the present incentive plan of the company.
4) Most of the workers agreed that the company is eager in recognizing and
acknowledging their work.
5) The study reveals that there is a good relationship exists among employees.
6) Majority of the employees agreed that there job security to their present job.
7) The company is providing good safety measures for ensuring the employees safety.

62
 8) From the study it is clear that most of employees agrees to the fact that performance
appraisal activities and support from the coworkers in helpful to get motivated.
9) The study reveals that increase in the salary will motivates the employees more.
10) The incentives and other benefits will influence the performance of the employees.
11) Management involves employees in decision making.

SUGGESTIONS

The suggestions for the findings from the study are follows:

 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.

 Non financial incentive plans should also be implemented; it can improve the
productivity level of the employees.

 Organization should give importance to communication between employees and gain

co-ordination through it.

 Skills of the employees should be appreciated.

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

 If the centralized system of management is changed to a decentralized one, then there

would be active and committed participation of staff for the success of the organization.

63
BIBLIOGRAPHY

64
 BIBLIOGRAPHY

Books:

 Research methodology, C R Kothari from New Age Publication

 Human Resources Management, K. Ashwathappa4thedition.
 Human Resources Management, V.S.P.Rao from Excel New Publication,
New Delhi

Website:

 www.google.com
 www.humanresources.hrvinet.com
 www.scribd.com
 www.igp-group.com
 www. citeHR.com

https://play.google.com/store/apps/details?id=com.mzg.metro
zipgreen&hl=en
 http://www.moneycontrol.com/news/tags/services-
limited.html
 http://hiapune.in
 http://indianexpress.com/article/cities/pune/now-a-common-
bus-service-for- hinjewadi-techies
 www.yourarticlelibrary.com
 www.investopedia.com

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 CHAPTER-7

QUESTIONNAIRE

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QUESTIONNAIRE

Name:

Contact No: ---------------------

Designation---------------------

1. What is the response about the support from the HR department?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied
3.Does the management is interested in motivating the employees?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

3.Which type of incentives motivates you more?

a) Financial incentives
b) Non-financial incentives
c) Both

4.Are you satisfied with the present incentives scheme?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied

5.Does the company is eager to recognizing and acknowledging employee’s work?

a) Strongly agree

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 b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

6.Is there any periodical increase in salary?

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

7. Does safety measures exists in the organization?

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

8. Does Performance appraisal activities are helpful to get motivated?

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

9.What are the Factors which motivates you the most?

a) Salary increase
b) Promotion
c) Leave
d) Motivational talk
e) Recognition

10. Does Incentives and other benefits will influence your performance?

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 a) Influence
b) Does not influence
c) No opinion

11. Does Management involves you in decision making which are connected to your
department?

a) Yes
b) No
c) Occasionally

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