A STUDY OF EMPLOYEE MOTIVATION TECHNIQUES AT MTNL

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EXECUTIVE SUMMARY

This research was conducted for MTNL, Thane and the subject of the research was To study the employee motivation techniques at MTNL The objective was to study the important factors which are needed to motivate the employees, also to study the effect of monetary and non-monetary benefits provided by the organization on the employees performance and to provide the practical suggestion for the improvement of organizations performance. MTNL provides opportunities for its managers and staff to take a share and a greater interest in their own employment. I would also like to suggest management at MTNL should have proper communication channels between the superiors and subordinates. The benefits of various schemes must be communicated to the employees. When the employees accomplish something they have achieved something, recognition is appreciation for that achievement.

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LETTER OF TRANSMITTAL

I, Ms. Deepali M. Kashyap, did my summer internship with MTNL. The profile given to me was to study the employee motivation techniques employed at MTNL I would like you to grant me permission to conduct my research and present you my report on this topic.

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SHEILA RAHEJA SCHOOL OF BUSINESS MANAGEMENT AND RESEARCH

DECLARATION

I, Ms. Deepali M. Kashyap, Student of MMS 2011-13, Sheila Raheja School of Business Management & Research, hereby declare that the project on Study of Employee Motivation Techniques Employed at MTNL is my original work and that it has not previously formed the basis for the award of any other Degree, Diploma, Fellowship or other similar titles. It has been completed under the guidance of Mr. B. B. Chaudhary, GM (LD) MTNL Mumbai (external guide) and Mr. Saurabh Surve. The information submitted is true and original to the best of my knowledge.

DATE: PLACE:

-----------------------------------SIGNATURE OF STUDENT (DEEPALI M. KASHYAP)

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ACKNOWLEDGEMENT

My due acknowledgement to all those people who have helped me during my summer interns project. This includes my respected Company Guide Mr. B. B. Chaudhary, GM (LD) MTNL Mumbai. My project would not have been possible without the guidance, support and encouragement provided by faculties and company people whose belief and confidence in me have enabled me to do this project successfully. My special recognition to SHEILA RAHEJA SCHOOL OF BUSINESS MANAGEMENT AND RESEARCH (S.R.B.S) and Director Dr. Vijay Wagh for allotting this task to me which opened a new door of knowledge for me. My special thanks to all the teaching staff and all the people at Sheila Raheja School of Business Management And Research for their help in developing new ideas and skills in me. I am very grateful to our team at MTNL who always offered a helping hand all my way through.

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SR NO.
1

TABLE OF CONTENTS
INTRODUCTION: 1.1 PROBLEM STATEMENT 1.2 RESEARCH OBJECTIVES 1.3 HYPOTHESIS STATEMENT

PAGE NO.
1 2 3

LITERATURE REVIEW: 2.1 COMPANY PROFILE 2.2 INDIAN TELECOM SECTOR 2.3 DEPARTMENT OF TELECOMMUNICATION 2.4 EMPLOYEE MOTIVATION 2.5 TECHNIQUES ADOPTED BY MANAGERS AT MTNL 4 9 15 19 33

RESEARCH METHODOLOGY: 3.1 SAMPLING DESIGN 3.2 RESEARCH DESIGN 3.3DATA COLLECTION 3.4 DATA ANALYSIS 3.5 LIMITATIONS 36 37 38 39 50

CONCLUSION: 4.1 SUMMARY AND CONCLUSIONS 4.2 RECOMMENDATIONS 51 52 6|Page

5 6

APPENDICES BIBLIOGRAPHY

53 56

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1. INTRODUCTION

1.1 PROBLEM STATEMENT

This project is undertaken to analyze the techniques for motivating employees of MTNL.

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1.2 RESEARCH OBJECTIVE

1. To study the influence of recognition in motivating employees at MTNL

2. To study the impact of superiors in motivating employees at MTNL

3. To study the impact of non-monetary benefits in motivating employees at MTNL

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1.3 HYPOTHESIS STATEMENT

NULL HYPOTHESIS: Recognition is the most important tool for motivating employees at MTNL ALTERNATE HYPOTHESIS: Recognition is not the most important tool for motivating employees at MTNL

NULL HYPOTHESIS: Supervisors have a positive impact on the motivation level of employees at MTNL ALTERNATE HYPOTHESIS: Supervisors do not have a positive impact on the motivation level of employees at MTNL

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2. LITERATURE REVIEW:

2.1 COMPANY PROFILE

MAHANAGAR TELEPHONE NIGAM LIMITED (MTNL)

Type: A publicly-listed state-owned enterprise Traded as: NSE: MTNL BSE: 500108 NYSE: MTE Industry: Telecommunications Founded: 1986 Headquarters: New Delhi, India Key people: A.K.Garg (Chairman & MD) Products: Fixed-line and mobile telephony, broadband and fixed-line internet services, digital television Revenue: $788.7 million (2010)

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Net income: Total assets: Total equity:

$-567.5 million (2010) $6.988 billion (2010) $1.351 billion (2010)

Employees: 45,000 (2010) Website: www.mtnldelhi.in Www.mtnlmumbai.in

VISION

Become a total solution provider company and to provide world class telecom services at affordable prices. Become a global telecom company and to find a place in the Fortune 500 companies. Become the largest provider of private networks and leased lines. Venture into other areas in India and abroad on the strength of our core competency.

MISSION
To remain market leader in providing world class Telecom and IT related services at affordable prices and to become a global player.

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MANAGEMENT

NAME
Adit Jain Anita Soni Ashok Kumar Garg Ashok Kumar Garg Kuldip Singh Malay Shrivastava Nirmala Pillai R Srinivasan Rajan Saxena S P Pachauri S R Sayal S R Sayal T S Narayanasami V S Iyer Vijay Aggarwal

DESIGNATION
Director Director (Finance) CEO Chairman And Managing Director Director Director Director Dy. Gm. (Accounts) Director Director (Human Resources) Company Secretary & Compliance Officer Secretary Director Director Director

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BACKGROUND

Mahanagar Telephone Nigam Limited (MTNL) was set up on 1st April, 1986 by the Government of India to upgrade the quality of telecom services, expand the telecom network, introduce new services and to raise revenue for telecom development needs of India's key metros, Delhi, the political capital and Mumbai, the business capital of India. In the past 23 years, the company has taken rapid strides to emerge as India's leading and one of Asia's largest telecom operating companies. Besides having a strong financial base, MTNL has achieved a customer base of 8.06 million as on 31st March 2009. The company has also been in the forefront of technology induction by converting 100% of its telephone exchange network into the state-of-the-art digital mode. The Govt. Of India currently holds 56.25% stake in the company. Mahanagar Telephone Nigam Limited (MTNL) is a state-owned telecommunications service provider in the metro cities of Mumbai and New Delhi in India. The company was a monopoly until 1992, when the telecom sector was opened to other service providers. "Transparency makes us different" is the motto of the company. In recent years, MTNL has been losing revenue and market share heavily due to immense competition in the Indian telecom sector. The name Mahanagar Telephone Nigam Limited (MTNL) has been derived from; 'Maha' = big or great 'Nagar' = city or town 'Mahanagar' = metropolis or megacity 'Nigam' = venture or enterprise.

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GROWTH OF MTNL

MTNL as a company, over the last twenty three years, grew rapidly by modernizing the network through induction of State-of-the-art technologies and adopting a customer friendly approach.

1986

2009

No of exchanges Equipped capacity (Millions) Subscriber base (Millions) Basic Wireline & CDMA Fixed (Millions) CDMA-Mobile (Millions) GSM Cellular (Millions) Internet (Millions) Broadband (Millions) Public Call Offices (Local and Long Distance) (Millions) No of stations on Long Distance Network No of countries connected overseas on ISD Digitalization of exchange network

114 0.88 0.75 0.75 10,593

558 10.72 8.06 3.69 0.10 4.18 1.43 0.70 0.21

264 11 Nil

39,303 243 100%

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2.2 INDIAN TELECOM SECTOR

BACKGROUND
The Indian Telecommunications network is the third largest in the world and the second largest among the emerging economies of Asia. Today, it is the fastest growing market in the world. The telecommunication sector continued to register significant success during the year and has emerged as one of the key sectors responsible for Indias resurgent Indias economic growth.

Growth
This rapid growth has been possible due to various proactive and positive decisions of the Government and contribution of both by the public and the private sector. The rapid strides in the telecom sector have been facilitated by liberal policies of the Government that provide easy market access for telecom equipment and a fair regulatory framework for offering telecom services to the Indian consumers at affordable prices.

Wireline Vs Wireless
It has also undergone a substantial change in terms of mobile versus fixed phones and public versus private participation. The preference for use of wireless phones has also been predominant in the sector. Participation of the private entities in the telecom sector is rapidly increasing rate there by presenting the enormous growth opportunities. There is a clear distinction between the Global Satellite Mobile Communication (GSM) and Code Division Multiple Access (CDMA) technologies used.

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SEGMENT WISE STATUS

Wireline Services
With increasing penetration of the wireless services, the wireline service in the country is becoming stagnant. On the other hand, Broadband demand has picked up and promises to stabilize fixed line growth.

GSM Sector
In terms of the Global System for Mobile Communication (GSM) subscriber base, this now places India third after China and Russia. China had 401.7 million GSM subscribers

CDMA Services
CDMA technology was introduced in India as a limited mobility solution. The introduction of CDMA services has created competition, lowered tariffs and offered many citizens access to communication services for the first time

Internet Services
Internet services were launched in India on August 15, 1995. In November 1998 the government opened up the sector to private operators. A liberal licensing regime was put in place to increase Internet penetration across the country. The growth of IP telephony or grey market is also a serious concern. Government loses revenue, while unlicensed operation by certain operators violates the law and depletes licensed operators market share. New services like IP-TV and IP-Telephony are becoming popular with the demand likely to increase in coming years. The scope of services under existing ISP license conditions is unclear.

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EVOLUTION OF THE INDIAN TELECOM INDUSTRY

Until the 1980s, the Department of Posts and Telegraphs (under the Ministry of the same name) had the mandate of regulating and offering telecommunications services. It was governed by the Indian Telegraph Act 1885 and the Wireless Act of 1933. In 1985, the Department of Posts and Telegraph was split up into the Department of Telecommunications (DoT) and the Department of Posts. The DoT was established as the state operator, regulator and licensor. It was only in October 1999 that the activities of the operator and licensor were somewhat separated, by the creation of the Department of Telecommunications Services (DTS). This separation, however, was a largely artificial one. Although the DoT had been charged with operating telecommunications services, its efforts were seen as insufficient. Initial steps towards corporatization saw the creation of Mahanagar Telephone Nigam Limited(MTNL), which started offering basic fixed services in Mumbai and Delhi in1987. MTNL still holds a monopoly in those cities, where DoT/DTS is not present at the local level. MTNL is wholly owned by the Government of India and the DoT. Videsh Sanchar Nigam Limited (VSNL) was set up in1986 as the monopoly operator for international gateway services. On May 13, 1994, the government opened local basic and value-added telecommunications services to competition. Mobile services were introduced on a commercial basis in November 1994. India was thus divided into 21 "Telecom Circles". Circles correspond approximately to states and are categorized as either "A", "B" or "C" according to size and importance. Category A includes the heaviest volume areas such as Delhi, Uttar Pradesh, Maharashtra, Gujarat, Andhra, Karnataka and Tamil Nadu. Licenses for mobile services were also issued for the four metros (Delhi, Mumbai, Chennai, and Calcutta). As part of the license conditions, traffic could be routed to VSNL's international gateway only by passing through DoT/DTS's network. In 1986, the Telecom Commission was setup with the mandate to accelerate the deployment of telecommunications services and to implement new telecommunication policy. A bill passed in 1995 envisaged the creation of an independent and autonomous agency for the regulation of telecommunications, the Telecommunications Regulatory Authority of India (TRAI). Set up in 1997,the TRAI is responsible facilitating interconnection and technical interconnectivity between operators, regulating revenue sharing, ensuring compliance with license conditions, facilitating competition and
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settling disputes between service providers. The TRAI cannot grant or renew licenses and this remains the DoT's responsibility. The TRAI may also set the rates for telecommunications services. Its decisions can only be challenged by the High Courts or Supreme Courts of India.

MILESTONES

YEAR
Mid 1980s

EVENT
Department of Telecommunications was set up VSNL incorporated to provide international telecom services MTNL incorporated to provide fixed-line telephone services in Mumbai and New Delhi DoT invites bids from Indian companies for cellular licenses in the four metropolitan circles Government announces the National Telecom Policy, opening up the basic service sector to private players Entry guidelines for basic services announced Licenses were issued to cellular operators in the four metros Paging services by private operators commence

Mar 1986

Apr 1986

Dec 1991

May 1994

Sep 1994 Nov 1994

Mar 1995

Oct 1996 Jan 1997

Licenses for 20 cellular circles issued Telecom Regulatory Authority of India

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established by government Nov 1998 ISP business opened up to operators other than DoT and VSNL Government announces NTP 1999 DoT announces Migration Package for existing operators licensing costs, subject to compliance with certain conditions Government announces guidelines for opening up domestic long distance telephony for carrying both inter-circle and intra-circle traffic, with no restriction on the number of players TRAI issues the first tariff order and cuts domestic and international long distance telephone charges. The Department of Telecom opens up basic services to unlimited competition and allows basic operators to provide WLL services on a restricted basis. Opening of National Long Distance Service to competition Bharti starts cellular to cellular long distance services with sharp cuts in tariffs ILD sector opened to competition. End of VSNL monopoly. Bharti offers ILD services with sharp cuts in tariffs TRAI decides to 'forbear' from regulating cellular tariffs WPC set subscriber thresholds for GSM and CDMA operators for spectrum
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Mar 1999 Jul 1999

Aug 2000

Jan 2001

Aug 2001

Jan 2002

Apr 2002

May 2002

Sep 2002

Mar 2006

allocation Mar 2007 9 distinct operators had been allocated GSM spectrum. Out of these, only Bharti has a pan-India presence. Subscriber thresholds were revised by TRAI as operators could support more subscribers with lower spectrum as compared to WPC allocation Govt of India allocated start-up spectrum to all prior licensees awaiting spectrum (does not include LOIs issued in January2008). These include Aircel (14 circles), Idea (2 circles),R Comm (14 circles) and Vodafone (6 circles). TRAI plans to introduce MNP (Mobile Number Portability) on apan-India basis

Aug 2007

Jan 2008

Jun 2009

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2.3 DEPARTEMENT OF TELECOMMUNICATION

The telecom services have been recognized the world-over as an important tool for socio-economic development for a nation and hence telecom infrastructure is treated as a crucial factor to realize the socio-economic objectives in India. Accordingly, the Department of Telecom has been formulating developmental policies for the accelerated growth of the telecommunication services. The Department is also responsible for grant of licenses for various telecom services like Unified Access Service Internet and VSAT service. The Department is also responsible for frequency management in the field of radio communication in close coordination with the international bodies. It also enforces wireless regulatory measures by monitoring wireless transmission of all users in the country.

Telecom Commission
The Telecom Commission was set up by the Government of India vide Notification dated 11th April, 1989 with administrative and financial powers of the Government of India to deal with various aspects of Telecommunications. The Commission consists of a Chairman, four full time members, who are ex-officio Secretary to the Government of India in the Department of Telecommunications and four part time members who are the Secretaries to the Government of India of the concerned Departments. The composition of the Commission is as follows: Designation Chairman Member (Services) Member (Technology) Name Shri R. Chandrashekhar Shri S. C. Misra Shri J.K.Roy

The part time Members of Telecom Commission are 1. 2. 3. Secretary (Department of Information Technology) Secretary (Finance) Secretary (Planning Commission) and
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4.

Secretary (Industrial Policy & Promotion).

The Telecom Commission and the Department of Telecommunications are responsible for policy formulation, licensing, wireless spectrum management, administrative monitoring of PSUs, research and development and standardization/validation of equipment etc. The multi-pronged strategies followed by the Telecom Commission have not only transformed the very structure of this sector but have motivated all the partners to contribute in accelerating the growth of the sector.

OBJECTIVE OF DoT:
1. Policy, Licensing and Coordination matters relating to telegraphs, telephones, wireless, data, facsimile and telematic services and other like forms of communications. 2. International cooperation in matters connected with telecommunications including matters relating to all international bodies dealing with telecommunications such as International Telecommunication Union (ITU), its Radio Regulation Board (RRB), Radio Communication Sector (ITU-R), Telecommunication Standardization Sector (ITU-T), Development Sector (ITUD), International Telecommunication Satellite Organization (INTELSAT), International Mobile Satellite Organization (INMARSAT), Asia Pacific Telecommunication (APT). 3. Promotion of standardization, research and development in telecommunications. 4. Promotion of private investment in Telecommunications. 5. Financial assistance for the furtherance of research and study in telecommunications technology and for building up adequately trained manpower for telecom programme, including(a) Assistance to institutions, assistance to scientific institutions and to universities for advanced scientific study and research; and (b) Grant of scholarships to students in educational institutions and other forms of financial aid to individuals including those going abroad for studies in the field of telecommunications.
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6. Procurement of stores and equipment required by the Department of Telecommunications 7. Telecom Commission. 8. Telecom Regulatory Authority of India. 9. Telecom Disputes Settlement and Appellate Tribunal. 10. Administration of laws with respect to any of the matters specified in this list, namely:a. The Indian Telegraph Act, 1885 (13 of 1885); b. The Indian Wireless Telegraphy Act, 1933 (17 of 1933); and c. The Telecom Regulatory Authority of India Act, 1997 (24 of 1997). 11. Indian Telephone Industries Limited. 12. Post disinvestment matters relating to M/s Hindustan Teleprinters Limited. 13. Bharat Sanchar Nigam Limited. 14. Mahanagar Telephone Nigam Limited 15. Videsh Sanchar Nigam Limited and Telecommunications Consultants (India) Limited. 16. All matters relating to Centre for Development of Telematics (C-DOT). 17. Residual work relating to the erstwhile Department of Telecom Services and Department of Telecom Operations, including matters relating toa. cadre control functions of Group A and other categories of personnel till their absorption in Bharat Sanchar Nigam Limited; b. Administration and payment of terminal benefits. 18. Execution of works, purchase and acquisition of land debitable to the capital Budget pertaining to telecommunications.

VISION:
To provide to the people of India, reliable and affordable tele-connectivity capable of delivering tele-services anytime, anywhere.

MISSION:
To develop a strong, vibrant, secure state-of-the-art telecommunication network providing seamless coverage with special focus on rural and remote areas and bridging digital divide Promote Research and Development and Product Developments in cutting edge technologies and services for domestic and worldwide markets Promote Development of new standards and generate IPRs to make India a leading nation in the area of telecom standardization, especially among Asia Pacific countries. To create knowledge based society through proliferation of broad band facilities in every part of the country.
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Make India a global hub, for telecom services and telecom equipment manufacturing.

FUNCTIONS:
Policy, Licensing and coordination matters relating to Telegraphs, Telephones, Wireless Data, Facsimile, Telematics services and other like forms of telecommunications. Promotion of standardization, research and development in telecommunications. Promotion of private investment in telecommunications. Financial assistance for the further research and study in telecommunication technology and for building up adequately trained manpower for telecom programme including assistance to institutions and to universities for advance scientific study and research. Promotion of indigenous telecom equipment manufacturing for domestic market as well as for export. To promote deployment of secure indigenous equipment for strategic, security and government networks.

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2.4 EMPLOYEE MOTIVATION

Motivation is the psychological feature that arouses an organism to action toward a desired goal and elicits, controls, and sustains certain goal directed behaviors. For instance: An individual has not eaten, he or she feels hungry, and as a response he or she eats and diminishes feelings of hunger. There are many approaches to motivation: physiological, behavioral, cognitive, and social. Motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or for a desired object. Conceptually, motivation is related to, but distinct from, emotion. Motivation can be divided into two types: internal, or intrinsic motivation, and external, or extrinsic motivation.

INTRINSIC MOTIVATION
Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure. Intrinsic motivation is based on taking pleasure in an activity rather than working towards an external reward. Intrinsic motivation has been studied since the early 1970s. Students who are intrinsically motivated are more likely to engage in the task willingly as well as work to improve their skills, which will increase their capabilities. Students are likely to be intrinsically motivated if they:

attribute their educational results to factors under their own control, also known as autonomy, believe they have the skill that will allow them to be effective agents in reaching desired goals (i.e. the results are not determined by luck), Are interested in mastering a topic, rather than just rote-learning to achieve good grades.

EXTRINSIC MOTIVATION
Extrinsic motivation refers to the performance of an activity in order to attain an outcome, which then contradicts intrinsic motivation. It is widely believed that motivation performs two functions. The first is often referred as to the energetic activation component of the motivation construct. The second is directed at a specific behavior and makes reference to the orientation directional component. Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are
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rewards like money and grades, and threat of punishment. Competition is in general extrinsic because it encourages the performer to win and beat others, not simply to enjoy the intrinsic rewards of the activity. A crowd cheering on the individual and trophies are also extrinsic incentives. The concept of motivation can be instilled in children at a very young age, by promoting and evoking interest in a certain book or novel. The idea is to have a discussion pertaining the book with young individuals, as well as to reward them.

COMPARISON OF INTRINSIC AND EXTRINSIC MOTIVATION

Social psychological research has indicated that extrinsic rewards can lead to over justification and a subsequent reduction in intrinsic motivation. In one study demonstrating this effect, children who expected to be (and were) rewarded with a ribbon and a gold star for drawing pictures spent less time playing with the drawing materials in subsequent observations than children who were assigned to an unexpected reward condition. For those children who received no extrinsic reward, selfdetermination theory proposes that extrinsic motivation can be internalized by the individual if the task fits with their values and beliefs and therefore helps to fulfill their basic psychological needs.

MOTIVATIONAL THEORIES

INCENTIVE THEORY
A reward, tangible or intangible, is presented after the occurrence of an action (i.e. behavior) with the intent to cause the behavior to occur again. This is done by associating positive meaning to the behavior. Studies show that if the person receives the reward immediately, the effect is greater, and decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit. Motivation comes from two sources: oneself, and other people. These two sources are called intrinsic motivation and extrinsic motivation, respectively. Reinforcers and reinforcement principles of behavior differ from the hypothetical construct of reward. A reinforcer is any stimulus change following a response that increases the future frequency or magnitude of that response, therefore the cognitive approach is certainly the way forward as in 1973 Maslow described it as being the golden pineapple. Positive reinforcement is demonstrated by an increase in the future
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frequency or magnitude of a response due to in the past being followed contingently by a reinforcing stimulus. Negative reinforcement involves stimulus change consisting of the removal of an aversive stimulus following a response. Positive reinforcement involves a stimulus change consisting of the presentation or magnification of an appetitive stimulus following a response. From this perspective, motivation is mediated by environmental events, and the concept of distinguishing between intrinsic and extrinsic forces is irrelevant. Applying proper motivational techniques can be much harder than it seems. Steven Kerr notes that when creating a reward system, it can be easy to reward A, while hoping for B, and in the process, reap harmful effects that can jeopardize your goals. Incentive theory in psychology treats motivation and behavior of the individual as they are influenced by beliefs, such as engaging in activities that are expected to be profitable. Incentive theory is promoted by behavioral psychologists, such as B.F. Skinner and literalized by behaviorists, especially by Skinner in his philosophy of Radical behaviorism, to mean that a person's actions always have social ramifications: and if actions are positively received people are more likely to act in this manner, or if negatively received people are less likely to act in this manner. Incentive theory distinguishes itself from other motivation theories, such as drive theory, in the direction of the motivation. In incentive theory, stimuli "attract", to use the term above, a person towards them. As opposed to the body seeking to reestablish homeostasis pushing it towards the stimulus. In terms of behaviorism, incentive theory involves positive reinforcement: the stimulus has been conditioned to make the person happier. For instance, a person knows that eating food, drinking water, or gaining social capital will make them happier. As opposed to in drive theory, which involves negative reinforcement: a stimulus has been associated with the removal of the punishmentthe lack of homeostasis in the body. For example, a person has come to know that if they eat when hungry, it will eliminate that negative feeling of hunger, or if they drink when thirsty, it will eliminate that negative feeling of thirst.

ESCAPE-SEEKING DICHOTOMY MODEL

Escapism and seeking are major factors influencing decision making. Escapism is a need to break away from a daily life routine whereas seeking is described as the desire to learn, gain some inner benefits through travelling. Both motivations have some interpersonal and personal facets for example individuals would like to escape from

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family problems (personal) or from problems with work colleagues (interpersonal). This model can also be easily adapted with regard to different studies.

DRIVE-REDUCTION THEORY
There are a number of drive theories. The Drive Reduction Theory grows out of the concept that we have certain biological drives, such as hunger. As time passes the strength of the drive increases if it is not satisfied (in this case by eating). Upon satisfying a drive the drive's strength is reduced. The theory is based on diverse ideas from the theories of Freud to the ideas of feedback control systems, such as a thermostat. Drive theory has some intuitive or folk validity. For instance when preparing food, the drive model appears to be compatible with sensations of rising hunger as the food is prepared, and, after the food has been consumed, a decrease in subjective hunger. There are several problems, however, that leave the validity of drive reduction open for debate. The first problem is that it does not explain how secondary reinforcers reduce drive. For example, money satisfies no biological or psychological needs, but a pay check appears to reduce drive through second-order conditioning. Secondly, a drive, such as hunger, is viewed as having a "desire" to eat, making the drive a homuncular beinga feature criticized as simply moving the fundamental problem behind this "small man" and his desires. In addition, it is clear that drive reduction theory cannot be a complete theory of behavior, or a hungry human could not prepare a meal without eating the food before he finished cooking it. The ability of drive theory to cope with all kinds of behavior, from not satisfying a drive (by adding on other traits such as restraint), or adding additional drives for "tasty" food, which combine with drives for "food" in order to explain cooking render it hard to test.

COGNITIVE DISSONANCE THEORY

Suggested by Leon Festinger, cognitive dissonance occurs when an individual experiences some degree of discomfort resulting from an inconsistency between two cognitions: their views on the world around them, and their own personal feelings and actions. For example, a consumer may seek to reassure himself regarding a purchase, feeling, in retrospect, that another decision may have been preferable. His feeling that another purchase would have been preferable is inconsistent with his action of
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purchasing the item. The difference between his feelings and beliefs causes dissonance, so he seeks to reassure himself. While not a theory of motivation, per se, the theory of cognitive dissonance proposes that people have a motivational drive to reduce dissonance. The cognitive miser perspective makes people want to justify things in a simple way in order to reduce the effort they put into cognition. They do this by changing their attitudes, beliefs, or actions, rather than facing the inconsistencies, because dissonance is a mental strain. Dissonance is also reduced by justifying, blaming, and denying. It is one of the most influential and extensively studied theories in social psychology.

NEED THEORIES
Motivation, as defined by Pritchard and Ashwood, is the process used to allocate energy to maximize the satisfaction of needs.

NEED HIERARCHY THEORY

The content theory includes the hierarchy of needs from Abraham Maslow and the two- factor theory from Herzberg. Maslow's theory is one of the most widely discussed theories of motivation.

The American motivation psychologist Abraham H. Maslow developed the Hierarchy of needs consistent of five hierarchic classes. It shows the complexity of human requirements. According to him, people are motivated by unsatisfied needs. The lower level needs such as Physiological and Safety needs will have to be satisfied before higher level needs are to be addressed. We can relate Maslow's Hierarchy of Needs theory with employee motivation. For example, if a manager is trying to motivate his employees by satisfying their needs; according to Maslow, he should try to satisfy the lower level needs before he tries to satisfy the upper level needs or the employees will not be motivated. Also he has to remember that not everyone will be satisfied by the same needs. A good manager will try to figure out which levels of needs are active for a certain individual or employee. The basic requirements build the first step in his pyramid. If there is any deficit on this level, the whole behavior of a human will be oriented to satisfy this deficit. Subsequently we do have the second level, which awake
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a need for security. Basically it is oriented on a future need for security. After securing those two levels, the motives shift in the social sphere, which form the third stage. Psychological requirements consist in the fourth level, while the top of the hierarchy comprise the self- realization So theory can be summarized as follows: Human beings have wants and desires which influence their behavior. Only unsatisfied needs influence behavior, satisfied needs do not. Since needs are many, they are arranged in order of importance, from the basic to the complex. The person advances to the next level of needs only after the lower level need is at least minimally satisfied. The further the progress up the hierarchy, the more individuality, humanness and psychological health a person will show. The needs, listed from basic (lowest-earliest) to most complex (highest-latest) are as follows.

An interpretation of Maslow's hierarchy of needs, represented as a pyramid with the more basic needs at the bottom
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HERZBERG'S TWO-FACTOR THEORY

Frederick Herzberg's two-factor theory, a.k.a. intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job satisfaction, but if absent, they don't lead to dissatisfaction but no satisfaction. The factors that motivate people can change over their lifetime, but "respect for me as a person" is one of the top motivating factors at any stage of life. He distinguished between: Motivators; (e.g. challenging work, recognition, responsibility) which give positive satisfaction, and Hygiene factors; (e.g. status, job security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation. The name Hygiene factors is used because, like hygiene, the presence will not make you healthier, but absence can cause health deterioration. The theory is sometimes called the "Motivator-Hygiene Theory" and/or "The Dual Structure Theory." Herzberg's theory has found application in such occupational fields as information systems and in studies of user satisfaction (see Computer user satisfaction).

ALDERFER'S ERG THEORY

Alderfer, expanding on Maslow's hierarchy of needs, created the ERG theory. This theory posits that there are three groups of core needs existence, relatedness, and growth, hence the label: ERG theory. The existence group is concerned with providing our basic material existence requirements. They include the items that Maslow considered to be physiological and safety needs. The second group of needs are those of relatedness- the desire we have for maintaining important interpersonal relationships. These social and status desires require interaction with others if they are to be satisfied, and they align with Maslow's social need and the external component of Maslow's esteem classification. Finally, Alderfer isolates growth needs' an intrinsic desire for personal development. These include the intrinsic component from Maslow's esteem category and the characteristics included under self-actualization.
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SELF-DETERMINATION THEORY
Self-determination theory (SDT), developed by Edward Deci and Richard Ryan, focuses on the importance of intrinsic motivation in driving human behavior. Like Maslow's hierarchical theory and others that built on it, SDT posits a natural tendency toward growth and development. Unlike these other theories, however, SDT does not include any sort of "autopilot" for achievement, but instead requires active encouragement from the environment. The primary factors that encourage motivation and development are autonomy, competence feedback, and relatedness.

COGNITIVE THEORIES

GOAL-SETTING THEORY
Goal-setting theory is based on the notion that individuals sometimes have a drive to reach a clearly defined end state. Often, this end state is a reward in itself. A goal's efficiency is affected by three features: proximity, difficulty and specificity. Good goal setting incorporates the SMART criteria, in which goals are: specific, measurable, accurate, realistic, and timely. An ideal goal should present a situation where the time between the initiation of behavior and the end state is close. This explains why some children are more motivated to learn how to ride a bike than to master algebra. A goal should be moderate, not too hard or too easy to complete. In both cases, most people are not optimally motivated, as many want a challenge (which assumes some kind of insecurity of success). At the same time people want to feel that there is a substantial probability that they will succeed. Specificity concerns the description of the goal in their class. The goal should be objectively defined and intelligible for the individual. A classic example of a poorly specified goal is to get the highest possible grade. Most children have no idea how much effort they need to reach that goal.

MODELS OF BEHAVIOR CHANGE

Social-cognitive models of behavior change include the constructs of motivation and volition. Motivation is seen as a process that leads to the forming of behavioral intentions. Volition is seen as a process that leads from intention to actual behavior. In
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other words, motivation and volition refer to goal setting and goal pursuit, respectively. Both processes require self-regulatory efforts. Several self-regulatory constructs are needed to operate in orchestration to attain goals. An example of such a motivational and volitional construct is perceived self-efficacy. Self-efficacy is supposed to facilitate the forming of behavioral intentions, the development of action plans, and the initiation of action. It can support the translation of intentions into action.

UNCONSCIOUS MOTIVATION
Some psychologists believe that a significant portion of human behavior is energized and directed by unconscious motives. According to Maslow, "Psychoanalysis has often demonstrated that the relationship between a conscious desire and the ultimate unconscious aim that underlies it need not be at all direct."

INTRINSIC MOTIVATION AND THE 16 BASIC DESIRES THEORY

Starting from studies involving more than 6,000 people, Professor Steven Reiss has proposed a theory that found 16 basic desires that guide nearly all human behavior. The 16 basic desires that motivate our actions and define our personalities as: 1. Acceptance, the need for approval 2. Curiosity, the need to learn 3. Eating, the need for food 4. Family, the need to raise children 5. Honor, the need to be loyal to the traditional values of one's clan/ethnic group 6. Idealism, the need for social justice 7. Independence, the need for individuality 8. Order, the need for organized, stable, predictable environments 9. Physical activity, the need for exercise 10. Power, the need for influence of will 11. Romance, the need for sex 12. Saving, the need to collect 13. Social contact, the need for friends (peer relationships) 14. Social status, the need for social standing/importance 15. Tranquility, the need to be safe 16. Vengeance, the need to strike back

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CONTROLLING MOTIVATION
The control of motivation is only understood to a limited extent. There are many different approaches of motivation training, but many of these are considered pseudoscientific by critics. To understand how to control motivation it is first necessary to understand why many people lack motivation. Workers in any organization need something to keep them working. Most of the time, the salary of the employee is enough to keep him or her working for an organization. An employee must be motivated to work for a company or organization. If no motivation is present in an employee, then that employees quality of work or all work in general will deteriorate. When motivating an audience, you can use general motivational strategies or specific motivational appeals. General motivational strategies include soft sell versus hard sell and personality type. Soft sell strategies have logical appeals, emotional appeals, advice and praise. Hard sell strategies have barter, outnumbering, pressure and rank. Also, you can consider basing your strategy on your audience personality. Specific motivational appeals focus on provable facts, feelings, right and wrong, audience rewards and audience threats.

JOB CHARACTERISTICS MODEL

The Job Characteristics Model (JCM), as designed by Hackman and Oldham attempts to use job design to improve employee motivation. They have identified that any job can be described in terms of five key job characteristics; 1. Skill Variety - the degree to which a job requires different skills and talents to complete a number of different activities 2. Task Identity - this dimension refers to the completion of a whole and identifiable piece of work versus a partial task as part of a larger piece of work 3. Task Significance - is the impact of the task upon the lives or work of others 4. Autonomy - is the degree of independence or freedom allowed to complete a job 5. Task Feedback - individually obtaining direct and clear feedback about the effectiveness of the individual carrying out the work activities

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The JCM links these core job dimensions listed above to critical psychological states which results in desired personal and work outcomes. This forms the basis of this 'employee growth-need strength." The core dimensions listed above can be combined into a single predictive index, called the Motivating Potential Score.

MOTIVATING POTENTIAL SCORE

The motivating potential score (MPS) can be calculated, using the core dimensions discussed above, as follows;

MPS= Skill Variety + Task Identity + Task Significance x Autonomy x Feedback 3

Jobs that are high in motivating potential must be high on at least one of the three factors that lead to experienced meaningfulness, and also must be high on both Autonomy and Feedback. If a job has a high MPS, the job characteristics model predicts that motivation, performance and job satisfaction will be positively affected and the likelihood of negative outcomes, such as absenteeism and turnover, will be reduced.

SUDBURY MODEL SCHOOLS' APPROACH

Sudbury Model schools adduce that the cure to the problem of procrastination, of learning in general, and particularly of scientific illiteracy is to remove once and for all what they call the underlying disease: compulsion in schools. They contend that human nature in a free society recoils from every attempt to force it into a mold; that the more requirements we pile onto children at school, the surer we are to drive them away from the material we are trying to force down their throats; that after all the drive and motivation of infants to master the world around them is legendary. They assert that schools must keep that drive alive by doing what some of them do: nurturing it on the freedom it needs to thrive. Sudbury Model schools do not perform and do not offer evaluations, assessments, transcripts, or recommendations, asserting that they do not rate people, and that school is not a judge; comparing students to each other, or to some standard that has been set is for them a violation of the student's right to privacy and to self36 | P a g e

determination. Students decide for themselves how to measure their progress as selfstarting learners as a process of self-evaluation: real lifelong learning and the proper educational evaluation for the 21st century, they adduce. According to Sudbury Model schools, this policy does not cause harm to their students as they move on to life outside the school. However, they admit it makes the process more difficult, but that such hardship is part of the students learning to make their own way, set their own standards and meet their own goals. The no-grading and no-rating policy helps to create an atmosphere free of competition among students or battles for adult approval, and encourages a positive cooperative environment amongst the student body.

APPLICATION TO BUSINESS
At lower levels of Maslow's hierarchy of needs, such as physiological needs, money is a motivator; however it tends to have a motivating effect on staff that lasts only for a short period (in accordance with Herzberg's two-factor model of motivation). At higher levels of the hierarchy, praise, respect, recognition, empowerment and a sense of belonging are far more powerful motivators than money, as both Abraham Maslow's theory of motivation and Douglas McGregor's theory X and theory Y (pertaining to the theory of leadership) demonstrate. According to Maslow, people are motivated by unsatisfied needs.[26] The lower level needs such as Physiological and Safety needs will have to be satisfied before higher level needs are to be addressed. We can relate Maslow's Hierarchy of Needs theory with employee motivation. For example, if a manager is trying to motivate his employees by satisfying their needs; according to Maslow, he should try to satisfy the lower level needs before he tries to satisfy the upper level needs or the employees will not be motivated. Also he has to remember that not everyone will be satisfied by the same needs. A good manager will try to figure out which levels of needs are active for a certain individual or employee. Maslow has money at the lowest level of the hierarchy and shows other needs are better motivators to staff. McGregor places money in his Theory X category and feels it is a poor motivator. Praise and recognition are placed in the Theory Y category and are considered stronger motivators than money. Motivated employees always look for better ways to do a job. Motivated employees are more quality oriented. Motivated workers are more productive.

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The average workplace is about midway between the extremes of high threat and high opportunity. Motivation by threat is a dead-end strategy, and naturally staff is more attracted to the opportunity side of the motivation curve than the threat side. Motivation is a powerful tool in the work environment that can lead to employees working at their most efficient levels of production. Nonetheless, Steinmetz also discusses three common character types of subordinates: ascendant, indifferent, and ambivalent that all react and interact uniquely, and must be treated, managed, and motivated accordingly. An effective leader must understand how to manage all characters, and more importantly the manager must utilize avenues that allow room for employees to work, grow, and find answers independently. The assumptions of Maslow and Herzberg were challenged by a classic study at Vauxhall Motors' UK manufacturing plant. This introduced the concept of orientation to work and distinguished three main orientations: instrumental (where work is a means to an end), bureaucratic (where work is a source of status, security and immediate reward) and solidaristic (which prioritises group loyalty). Other theories which expanded and extended those of Maslow and Herzberg included Kurt Lewin's Force Field Theory, Edwin Locke's Goal Theory and Victor Vroom's Expectancy theory. These tend to stress cultural differences and the fact that individuals tend to be motivated by different factors at different times. According to the system of scientific management developed by Frederick Winslow Taylor, a worker's motivation is solely determined by pay, and therefore management need not consider psychological or social aspects of work. In essence, scientific management bases human motivation wholly on extrinsic rewards and discards the idea of intrinsic rewards. In contrast, David McClelland believed that workers could not be motivated by the mere need for moneyin fact, extrinsic motivation (e.g., money) could extinguish intrinsic motivation such as achievement motivation, though money could be used as an indicator of success for various motives, e.g., keeping score. In keeping with this view, his consulting firm, McBer & Company, had as its first motto "To make everyone productive, happy, and free." For McClelland, satisfaction lay in aligning a person's life with their fundamental motivations. Elton Mayo found that the social contacts a worker has at the workplace are very important and that boredom and repetitiveness of tasks lead to reduced motivation.
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Mayo believed that workers could be motivated by acknowledging their social needs and making them feel important. As a result, employees were given freedom to make decisions on the job and greater attention was paid to informal work groups. Mayo named the model the Hawthorne effect. His model has been judged as placing undue reliance on social contacts at work situations for motivating employees. William Ouchi introduced Theory Z, a hybrid management approach consisting of both Japanese and American philosophies and cultures.[32] Its Japanese segment is much like the clan culture where organizations focus on a standardized structure with heavy emphasis on socialization of its members. All underlying goals are consistent across the organization. Its American segment retains formality and authority amongst members and the organization. Ultimately, Theory Z promotes common structure and commitment to the organization, as well as constant improvement of work efficacy. In Essentials of Organizational Behavior, Robbins and Judge examine recognition programs as motivators, and identify five principles that contribute to the success of an employee incentive program: Recognition of employees' individual differences and clear identification of behavior deemed worthy of recognition Allowing employees to participate Linking rewards to performance Rewarding of nominators Visibility of the recognition process

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2.5

TECHNIQUES ADOPTED BY MANAGERS AT MTNL

The company has a vast reservoir of highly trained workforce of 52,000 (as on 31 st March 2005) to plan, engineer, develop and maintain the network comprising of stateof-the-art technologies. They emphasize specialization of people through training and retraining. They believe that future depends on people who provide innovative ideas to assist valued customers and who stay in touch for providing better services.

MTNL looks after its valuable workforce through: INCENTIVE SCHEME

A suitable productivity-linked scheme has been developed for the employees of the Company. According to this the employees are provided incentives based upon their performance

EMPLOYEES WELFARE SCHEMES

Welfare activities like subsidized canteen facility, holiday homes, crches, recreation and community centers, housing and medical facilities, schooling, grant of scholarships and group insurance are provided to the employees. o Canteen facilities: Cafeteria or canteens are to be provided by the employer so as to provide hygienic and nutritious food to the employees. o Holiday homes: Holiday homes are a niche in the real estate market dealing with residences used for holiday vacations (e.g. beach house).

o Crches: Child care or day care is the care of a child during the day by a person other than the child's legal guardians, typically performed by someone outside the child's immediate family. Day care is typically an ongoing service during specific periods, such as the parents' time at work.
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GROUP HEALTH INSURANCE POLICY FOR MTNL RETIRED EMPLOYEES, 2008

o Coverage from day one of operation of the Scheme. o All Pre-existing diseases shall be covered. o Exclusions as per Insurance Policy. o Day Care Procedures shall be covered. o Coverage for indoor treatment : a. For both Retiree and Spouse up to Rs. 1.5 Lacs on Family Floater basis. b. For single surviving spouse up to Rs. 1 Lac. c. Corporate Floater at Unit level may be additionally utilized by the Retiree/Spouse, subject to the following limit, when individual cover as mentioned above is fully exhausted For both Retiree and Spouse up to an amount of Rs. 1.5 Lacs with concerned EDs approval. For Single surviving spouse up to an amount of Rs. 1 Lacs with concerned EDs approval. d. Corporate Floater at Unit level may be utilized in cases of critical illnesses, accidents and surgeries only.

SABBATICAL SCHEME:
OBJECTIVE 1 To encourage employees to avail leave for personal reasons self-renewal, and enhancement of expertise/knowledge and with minimal risk as a tool for manpower rationalization and to achieve cost reduction by the company. To provide opportunities to employees to voluntarily seek employment elsewhere or take up self-employment to utilize /enhance their professional and technical expertise.

SCOPE OF THE SCHEME:

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The scheme is applicable only to all the regular employees of MTNL. Those employees who are already on lien/deputation with other companies are not permitted to avail sabbatical scheme. Similarly, this scheme is not applicable to those employees who are on deemed deputation with MTNL. SCHEME: Under this scheme, an employee can be granted leave of absence for a period of one year to five years. In case the leave applied by the employee initially is for a period for less than five years, further extension may be allowed to subject to the condition that the total leave period does not exceed the maximum period of five years. Extension of leave beyond five years shall not be granted under any circumstances.

BENEFITS: 1 2 The benefits under the sabbatical leave shall be subject to income tax as per Income Tax Act/rules. During the period of Sabbatical, the employee will not be eligible for any payment to which he would have been eligible had he not gone on Sabbatical.

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3. RESEARCH METHODOLOGY

3.1 SAMPLING DESIGN

CONVENIENCE SAMPLING
Convenience sampling is a non-probability sampling technique where subjects are selected because of their convenient accessibility and proximity to the researcher. The subjects are selected just because they are easiest to recruit for the study and the researcher did not consider selecting subjects that are representative of the entire population. In all forms of research, it would be ideal to test the entire population, but in most cases, the population is just too large that it is impossible to include every individual. This is the reason why most researchers rely on sampling techniques like convenience sampling, the most common of all sampling techniques. Many researchers prefer this sampling technique because it is fast, inexpensive, easy and the subjects are readily available.

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3.2

RESEARCH DESIGN

Exploratory research is a type of research conducted for a problem that has not been clearly defined. Exploratory research helps determine the best research design, data collection method and selection of subjects. It should draw definitive conclusions only with extreme caution. Given its fundamental nature, exploratory research often concludes that a perceived problem does not actually exist. Exploratory research often relies on secondary research such as reviewing available literature and/or data, or qualitative approaches such as informal discussions with consumers, employees, management or competitors, and more formal approaches through in-depth interviews, focus groups, projective methods, case studies or pilot studies. The Internet allows for research methods that are more interactive in nature. Survey Research is a means of analysis involving a respondent and questionnaire to obtain qualitative and/ or quantitative information in a sociological study. The respondent is a person who provides data for analysis by responding to a survey questionnaire. A questionnaire is a document containing questions and other types of items designed to solicit information appropriate for analysis. There are two major types of questions that appear on surveys: open-ended questions and close-ended questions.

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3.3 DATA COLLECTION AND ANALYSIS

CALCULATING THE SAMPLE SIZE: 2 n= ZS E

Where,

Z= standardized value corresponding to a confidence level. S= sample standard deviation or an estimate of the population standard deviation. E= tolerance limit i.e. acceptable magnitude of error, plus or minus an error factor.
2

n= (1.96)*(10.204) 2.00

99.998=100

What is universe? o Employee motivation is the universe.

What is population? o Employees at MTNL.

Sample size would be 100 employees.

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1. What is your Job Type? Administrative 59 Technical 41

What is your Job Type?

41%
Administrative Technical

59%

Inference: The sample size is 100 employees, out of which 59 employees are from the
administrative department and 41 employees handle the technical job.

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2. Management is really interested in motivating the employees? Strongly Agree Agree Neutral Disagree Strongly Disagree -6 - 20 - 14 - 35 - 25

Management is really interested in motivating the employees?

6% 25% 20%
Strongly Agree Agree Neutral Disagree

14% 35%

Strongly Disagree

Inference: Majority of the employees disagree saying that management is not

interested in motivating them whereas 14% of the respondents are neutral with respect to motivating efforts by the management.

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3. Which type of incentives motivates you more? Monetary incentives Non-monetary incentives Both - 37 - 60 -3

Which type of incentives motivates you more?

3%

37%
Monetary incentives Non-monetary incentives Both

60%

Inference: At MTNL, majority of the employees get influenced by non-monetary

incentives rather than monitory gains.

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4. Does your Supervisor provide regular feedback about your performance? Strongly Agree - 25 Agree Neutral Disagree Strongly Disagree - 25 -8 - 30 - 12

Does your Supervisor provide regular feedback about your performance?

12% 25%
Strongly Agree Agree

30% 25% 8%

Neutral Disagree Strongly Disagree

Inference: Many of the employees say that their superiors give them feedback about
their performance and very few employees are neutral with respect to the same.

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5. Does your Supervisor acknowledge when you have performed well? Strongly Agree - 25 Agree Neutral Disagree Strongly Disagree - 25 -0 - 35 - 15

Does your Supervisor acknowledge when you have performed well?

13% 32%
Strongly Agree Agree Neutral

32%

Disagree Strongly Disagree

23%
0%

Inference: Majority of the employees say that they are not acknowledged on
performing well and this should be taken into consideration for further improvements by the management.

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6. Do you believe that your skills are underutilized? Strongly Agree - 20 Agree Neutral Disagree Strongly Disagree - 25 - 13 - 27 - 15

Do you believe that your skills are underutilized?

15% 27%
Strongly Agree

13%

Agree Neutral Disagree Strongly Disagree

20%

25%

Inference: There is mixed response for this question. Some employees feel their skills
are underutilized and some believe their skills are utilized effectively.

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7. Do you have high goals and expectations for yourself? Strongly Agree - 23 Agree Neutral Disagree Strongly Disagree - 50 -0 - 37 -0

Do you have high goals and expectations for yourself?

0%

30%

30%

Strongly Agree Agree Neutral

0%

Disagree Strongly Disagree

40%

Inference: At MTNL, 50% of the employees have high expectations from themselves
and therefore they need to be motivated efficiently to enhance their performance.

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8. Do you put forth the necessary efforts to reach a goal? Strongly Agree - 25 Agree Neutral Disagree Strongly Disagree - 55 -8 - 10 -2

Do you put forth the necessary efforts to reach a goal?

2% 10% 8% 25%
Strongly Agree Agree Neutral Disagree Strongly Disagree

55%

Inference: 55% of the employees surveyed, believe they put in their best efforts to
reach the goals and 8% are neutral about the same.

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9. Do you take feedback in a positive manner? Strongly Agree Agree Neutral Disagree Strongly Disagree - 22 - 45 - 10 - 15 -8

Do you take feedback in a positive manner?

8%

22%
15%
Strongly Agree Agree Neutral

10%

Disagree Strongly Disagree

45%

Inference: Majority of the respondents say that they take feedback positively, which
can be biased as well.

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10. Which of the following tools motivate you the most? Salary Increase Promotion Leave Motivational Talks Recognition Appreciation Letters - 25 - 16 -9 -7 - 40 -3

Which of the following tools motivate you the most?

3%

25% 40% 16% 7% 9%

Salary Promotion Leave Motivational Talks Recognition Appreciation Letters

Inference: Majority of the employees believe they are motivated when their efforts
are recognized. Next 25% believe a salary hike can motivate them. Few Employees are motivated by leave, motivational talks and very few by appreciation letters.

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11. How far you are satisfied with the incentives provided by the organization? Strongly Satisfied Satisfied Neutral Dissatisfied Strongly Dissatisfied - 22 - 35 - 15 - 15 - 13

How far you are satisfied with the incentives provided by the organization?
13% 22%
Strongly Satisfied

15%

Satisfied Neutral Dissatisfied

15% 35%

Strongly Dissatisfied

Inference: 35% of the employees are satisfied with the incentives provided by the
organization, which means the organization should implement new schemes and highlight certain benefits which the employees might be getting but still might not be aware about.

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3.5 LIMITATIONS

1. The research was limited to only one branch of MTNL office i.e. MTNL Thane

2. There was a lack of time to carry out a survey.

3. The questions in the survey form were closed-ended therefore this limits the information up to certain extent as respondents might want to elaborate more.

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4. CONCLUSION
4.1 SUMMARY AND CONCLUSION

It can be concluded that the level of employee motivation at MTNL is neither very high nor low. Though employees seem satisfied with the working hours, vacations, rewards, there seems too much dissatisfaction with respect to the employees of the organization not being recognized much. The employees do not seem very happy with the things are managed in the organization which is likely to have a negative impact on the organization in the long term. It was also noted that the respondents altered their answers in presence of other employees. The main reason for this appears to be the lack of communication between the employees and their supervisors. If the organization does not introduce changes in leadership in the organization it can lead to and increased rate of employee turnover. It is clear from the results that relationship of the employees with their supervisor plays an important role in increasing employee morale and motivation no matter how good the rewarding system of an organization is. Creating a workplace with excellent morale and motivated employees is a long-term project, and needs to be embedded within the fabric of an organizations daily operations. Highly motivated and engaged personnel are a tremendous asset to any organization. While money is an important foundational consideration, the main factors that attract and maintain talent within an organization include:

Recognition Having interesting work to do Being heard by management Having skilled managers Having good communication flows Being provided with opportunities for advancement.

Developing well-motivated employees at MTNL leads to more satisfied customers and higher sales; this in turn leads to greater employee motivation and creates a virtuous circle. Highly motivated employees are likely to be engaged employees, willing to go the extra mile with customers, and to reward their employers with loyalty, high levels of productivity, and greater innovation.

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4.2

RECOMMENDATIONS

Increase Communication:
It is recommended that the communication between management and the employees be improved in the organization. Customer service is a very important part of organization and in order to provide the customer with quality services, it is necessary to make sure that the employees of the organization are motivated. This can be achieved by increasing the interaction between the management and the employees. It is recommended that the top managers visit the work floor of the organization and personally communicate the employees so that they motivated to perform better.

Decentralization:
It is also recommended that the organization provide the employees with an opportunity to take part in the decision making process. All new ideas and thoughts should be welcomes and employees should be encouraged to express their opinions. This will improve the sense of belongingness of the employees and they will feel like they play an important part in the organization. This will also serve the esteem need mentioned in Maslows hierarchy of needs theory.

Utilization of Skills:
Managers should make sure that the each employee is fit for his or her job. If the skills of the employees are underutilized this can result in boredom and dissatisfaction. Each employee must be suited for his or her job position.

Recognition/Attention:
When the employees accomplish something they have achieved something, recognition is appreciation for that achievement. Most managers don't give enough recognition because they don't get enough.

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5. APPENDICES
QUESTIONNAIRE A STUDY ON EMPLOYEE MOTIVATION Respected Sir/Madam, As a part of my project I would like to gather some information from you which will help me in an in depth study of the project. I would be obliged if you co-operate with me in filling the questionnaire. Since the questionnaire is being used for academic purpose, the information gathered will be strictly confidential. -Deepali Kashyap

Kindly fill the following: Please tick wherever applicable.

1. What is your Job Type? Administrative Technical

2. Management is really interested in motivating the employees? Agree Disagree Strongly Agree Strongly Disagree Neutral

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3. Which type of incentives motivates you more? Financial incentives Non-financial incentives Both

3. Does your Supervisor provide regular feedback about your performance? Agree Disagree Strongly Agree Strongly Disagree Neutral

4. Does your Supervisor acknowledge when you have performed well? Agree Disagree Strongly Agree Strongly Disagree Neutral

5.

Do you believe that your skills are underutilized? Agree Strongly Agree Strongly Disagree Neutral

Disagree

6. Do you have high goals and expectations for yourself? Agree Disagree Strongly Agree Strongly Disagree Neutral

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7. Do you put forth the necessary efforts to reach a goal? Agree Disagree Strongly Agree Strongly Disagree Neutral

8. Do you take feedback in a positive manner? Agree Disagree Strongly Agree Strongly Disagree Neutral

9. Which of the following tools motivate you the most? Salary Increase Promotion Leave Motivational Talks Recognition Appreciation Letters 10. How far you are satisfied with the incentives provided by the organization?

Satisfied

Strongly Satisfied

Neutral

Dissatisfied

Strongly Dissatisfied

Thank you for your kind co-operation

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6. BIBLIOGRAPHY

COMPANY PROFILE
1. 2. 3. 4. http://en.wikipedia.org/wiki/Mahanagar_Telephone_Nigam_Limited http://mtnl.in/vision.htm http://mtnl.in/mission.htm http://economictimes.indiatimes.com/mahanagar-telephone-nigamltd/infocompanymanagement/companyid-12462.cms 5. http://en.wikipedia.org/wiki/Mahanagar_Telephone_Nigam_Limited 6. http://economictimes.indiatimes.com/mahanagar-telephone-nigamltd/infocompanylisting/companyid-12462.cms 7. http://www.mtnl.net.in/growth/index.html

INDIAN TELECOM SECTOR

1. http://www.cci.in/pdf/surveys_reports/indias_telecom_sector.pdf 2. http://www.scribd.com/doc/21056204/Indian-Telecom-Industry

DEPARTMENT OF TELECOMMUNICATION
1. http://www.dot.gov.in/profile.htm 2. http://www.dot.gov.in/objective.htm 3. http://www.dot.gov.in/miscellaneous/Final_Strategic_Plan-uploaded.pdf

EMPLOYEE MOTIVATION
1. http://en.wikipedia.org/wiki/Motivation 2. http://en.wikipedia.org/wiki/File:Maslow%27s_Hierarchy_of_Needs.svg 3. Robibins Stephen P., Judge Timothy A. and Vohra Neharika, Organizational Behavior, 14th Edition, Pearson

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TECHNIQUES ADOPTED BY MANAGERS AT MTNL

1. http://mtnl.in/hr.htm 2. http://mtnl.in/sabbatical0001.pdf 3. http://mtnl.net.in/hrd.htm

SAMPLING DESIGN:
1. http://en.wikipedia.org/wiki/Survey_sampling#Non-Probability_Sampling 2. http://www.experiment-resources.com/convenience-sampling.html

RESEARCH DESIGN:
1. Zikmund William G., Business Research methods, 7th Edition, Cengage Learning India Pvt. Ltd.

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