1.

Chapter-I Introduction
1.1 Background of the Study
Business all over the world today is very challenging. Internal and external operating environment factors continue to challenge corporate performance and revenue growth. To stay profitable in the highly challenging and competitive global market economy, all the factor of production - men, machine and materials should be wisely managed. Among the factors of production the human resource constitutes the biggest challenge because unlike other inputs employee management calls for skillful handling of thoughts, feelings and emotions to secure highest productivity. Employee motivation delivers long-term benefits in the form of high productivity. A motivated employee is a valuable asset which delivers immense value to the organization in maintaining and strengthening its business and revenue growth.

1.2 Research Problems

Effective employees management lead to a competitive advantage in the form of more motivate workforce by extension improved operational and business performance. The research problem question to be answer in this research is to define the main factors that motivate employs in different companies and to see if there is any specific organization function that depends on organizational uniqueness employee behavior.

1.3 Objectives of the Study

The Objective of this research is to identify the factors that promote positive motivational behavior among employees. This in turn would improve customer service, effective time management in each organization.

1.4 Limitation of the Study

The limitation of the study can be briefly stated in following points: 1. Title of the questionnaire (about Motivation) so that the respondents thought that they should be affected by the motivation system before filling the questionnaires. 2. The length of the questionnaire around 14 questions. 3. The collective respondents will be analyzed and the results of the questionnaire will be documented.

1.5 Definition of Terms

Motivation: is the internal condition that activates behaviour and gives it direction; energizes and directs goal-oriented behaviour. The term is generally used for human motivation but, theoretically, it can be used to describe the causes for animal behaviour as well. This article refers to human motivation. According to various theories, motivation may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may be attributed to lessapparent reasons such as altruism, morality , or avoiding mortality. Employee satisfaction: is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Many measures purport that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace. Employee satisfaction, while generally a positive in your organization, can also be a downer if mediocre employees stay because they are satisfied with your work environment. Employee Performance: the act of performing; of doing something successfully; using knowledge as distinguished from merely possessing it; A performance comprises an event in which generally one group of people (the performer or performers) behave in a particular way for another group of people.

2. Chapter-II Literature Review

2.1 Motivation
Motivating is the work managers perform to inspire, encourage and impel people to take action (Louis Allen 1986). To motivate the employees, the employee must be reached to reach him there must be a completed understanding of the complexity his make-up (Louis Allen 1986). Motivation efforts must be directed towards improving organization operations. To be effective, however they must also be designed to show benefits to the employee. In fact, motivation can best be accomplished when workers are able to merge their personal ambitions with those of the organization. According to Robin and DeCenzo (1995; 271) motivation is defined thus the willingness to exert high level of effort to reach organizational goals, conditioned by the efforts ability to satisfy some individual need. Campbell and Pritchard (1976) in defines motivation as a set of independents and dependant relationships that explains the direction, amplitude and persistence of an individuals behavior holding constant the effects of aptitude, skills, understanding of a task and the constraints operating in the work environment. Schrader (1972) linked construction worker need to motivation and it was subsequently concluded by Thomas et al. (1990) that there is evidence supporting the existence of a linkage between an employees motivational level and their individual performance. Atkinson (1964) defines it as the contemporary immediate influence on the direction, vigor and persistence of action. The relationship between the employer and employee must be one of understanding in order for the employee to identify himself with his work and with the business he is working for. Lack of motivation in return affects productivity. A number of symptoms may point to low morale: declining productivity, high employee turnover, increasing number of grievances, higher incidence of absenteeism and tardiness, increasing number of defective products, higher number of accidents or a higher level of waste materials and scrap (William Day 1978). A motivated employee is a loyal employee and to be loyal implies that the employee supports the actions and objectives of the firm. The appearance of the job as a whole has, in fact a bearing on the willingness and quality of an employees performance (Martin Bruce 1962). According to McClelland (1961) individuals tend to develop certain motivational drives on the cultural environment in which they live and these drives affect the way people view their jobs. McClelland suggests that achievement, affiliation, competence and power are four types of motivational drives that are found in individuals that are self-motivated and this may be the case for many construction workers. Motivation plays a part in enhancing construction labor

productivity (Smithers and Walker, 2000) and forms the basis for identification of the work environment factors. For example, Laufer and Moore (1983) advocated the use of financial incentive programs to improve construction labor productivity, reinforcing Maloneys (1982) thesis of driving forces that led to productivity improvements. Autonomy and comradeship (Edwards and Eckblad, 1984) are also, found to be important aspects that add to the way construction workers are self-motivated about their work. However, much work in linking motivation and productivity relied on Hertabergs sample involving mainly white-collar professionals (Mullins, 1996). Furthermore, Hofstede (1980) decried such motivational theories as merely point made about the ad nauseam emphasis on the managerial perspective in the quest to improve productivity. John Borcherding and Clarkson Ogelsby (1974) discovered that productive job creates high job satisfaction while non-productive job(one which fall behind schedule) produce dissatisfaction at all levels of the management/worker chain. The relationship is believed to be due to the very nature of construction, thus different from the one found in an office or factory setting which states that high job satisfaction leads to greater productivity. In construction, a worker, through his own efforts produces a highly visible, physical structure in which great satisfaction comes from completion. Therefore, jobs that are well-planned and run smoothly produce great satisfaction while jobs with poor management (with scheduling and planning problems), create dissatisfaction. This illustrates the relationship between job satisfaction and productivity since; well-managed jobs are generally more productive. A close review of all theories of human motivation reveal a common driving principle that people do what they are rewarded for doing. In general, the theories on motivation can be classified as: employee needs motivation through goal-setting, employee reward/incentives and reinforcement. According to a recent poll conducted by the Gallup Management Group only 30% of U.S. employees are fully engaged in their jobs. Improving employee engagement can increase productivity and profitability while also reducing employee absenteeism and turnover. According to Ted Marusarz, Hewitt Associates, prior to the 1990s employee surveys were focused on employees did not necessarily produce the type of performance that helped organization to succeed. Marusarzs comment echoes Frederick Herzbergs theory of motivation which states that the factors which motivate people at work are different to and not necessarily the opposite of, the factors which cause dissatisfaction. Herzberg claimed that positive hygiene factors such as work conditions and salary simply satisfy basic employee needs, whereas motivators (e.g. achievement and recognition) encourage employees to work above and beyond the minimum requirements. In 2006, the HR Daily Advisor reported that 89% of employers

think their people leave for more money, while only 12% of employees actually do leave for that reason. Compensation alone is not enough to keep the highly skilled motivated and experienced workforce your business needs to excel (Greenburg, 2008). In a four years analysis of more than 100,000 employees worldwide, the Corporate Leadership Council discovered that while workers join companies for rational motives (better compensation, benefits and career opportunities), they are and work hard for emotional ones. Jean Martin (Lawler 2008 p.51). The Gallup Management Group (reported in Dernovsek, 2008) showed that improving employee engagement is important engaged employees have: 51% lower turnover 27% less absenteeism 18% more productivity 12% higher profitability Engagement is about motivating employees to go the extra mile in the workplace. It is about encouraging employees to have a passion for their work, and identifying the organization as more than a place to earn money. A recent Harvard Business.