COMPANY PROFILE

Established in 1975, we DASMESH MECHANICAL WORKS PVT. LTD Malerkotla are an ISO 9001:2008 Certified organization engaged in

manufacturing, exporting and supplying of a wide range of Harvester Combine, Straw Reaper, Rotavator, Harvester Machine, Crop Harvester Machine, Track Harvester Machine, Maize Harvester Machine, Wheat Harvester Machine, Paddy Harvester Machine, Multi Crop Harvester Machine & other Agriculture implements. Our wide range includes self harvester combine, maize harvester combine, track harvester combine, tractor driven harvester combine, straw reaper, rotavator and roto seed drill. These are manufactured using premium quality raw material and are appreciated by our esteemed clients for their optimum performance and longer functional life.

We have a developed a hi-tech infrastructure spread across a vast area. At this infrastructure, we have employed several highly qualified and experienced professionals which work in solely to provide our clients a qualitative range of products.

Owing to the dedicated and sincere efforts of our promoter, Mr. Rajbir Singh we have been able to carve a niche for ourselves in this competitive business. His ethical business policies and client centric approach has helped us to garner a huge clientele all across the world primarily in Nepal, Sri-Lanka & African Country

BASIC INFORMATION
Business Type

Manufacturer Exporter

Key Customers

Star Agencies, Korutla, Andhra Pradesh T.R.R.Tractors, Kanchipuram, Tamil Nadu

Industry

Agriculture machinery and implements

Ownership & Capital Year of Establishment 1972

Legal Status of Firm

Private Ltd. Co. Registered under Indian Companies Act 1

Proprietor Name Trade & Market Major Markets

Mr.Rajbir Singh

Indian Subcontinent

Annual Turnover

2009-10 US$ 1-10 Million (or Rs. 4-40 Crore Approx.) 2008-09 US$ 1-10 Million (or Rs. 4-40 Crore Approx.) 2007-08 US$ 1-10 Million (or Rs. 4-40 Crore Approx.)

Infrastructure Location Type Semi-Urban

Building Infrastructure

Permanent

Size of Premises

33,000 square yards

Location Photo 1

Team & Staff Total Number of Employees Statutory Profile Income Tax Registration No. AADCD5480B 101 to 500 People

Service Tax Registration No.

AADCD5480BSD001

Central Sales Tax No.

03071048245C

Import Export Code

3003006525

Legal History

The firm was started as a proprietorship firm in 1972 by M into private limited in 2010 State Bank of Patiala

Banker

EPF No.

PB/BTI/23357

ESI No.

12000385850000605

Registration Authority

Registrar of Companies Chandigarh

Registration No.

U29210PB2010PTC034138

SSI No. / MSME No.

30161200189

PRODUCT PORTFOLIO
We are among one of the most prominent manufacturer, exporter and suppliers of a wide range of Harvester combine, Straw Reaper, Rotavator & other Agriculture implements. Our wide range encompasses Self Harvester Combine, Maize Harvester Combine, Track Harvester Combine, Tractor Driven Harvester Combine, Straw Reaper, Rotavator and Roto Seed Drill.

Features:

Corrosion resistance Easy to operate Longer functional life Optimum performance Durability Cost effective

OUR INFRASTRUCTURE
We have a developed a modern infrastructure spread across a vast area. This vast infrastructure is segregated in to the various departments such as manufacturing unit, quality assurance unit and R&D unit. All these departments works in close coordination to deliver a quality range of product.

The latest machines we have installed in our manufacturing unit are as follows:

CNC Lathe VMC HMC Plasma Sheet Cutting Machine Mig Welding Spot Welding

In addition to this, we also have an in-house unit installed with the CAD/CAM software which assists us to manufacture our range with precision.

QUALITY ASSURANCE
Being an ISO 9001: 2008 certified and quality conscious organization, we strive hard to deliver a qualitative range of our products which is at par with the international quality standards. To maintain such a high standards of quality we have a well-qualified and experienced team of professionals which perform stringent quality checks at every stage of manufacturing process starting with selection of raw material till the final dispatch of our product. Owing to the superior quality of our range of product, we have been able to gain the APPROVAL FROM various GOVERNMENT TESTING AGENCIES such as GOVT. OF INDIA, TESTING AUTHORITY OF INDIA, BUDNI & HISAR and MINISTRY OF AGRICULTURAL DEPARTMENT.

The products which have gained the approval of the above mentioned agencies are:

DASMESH 9100 Self Harvester Combine DASMESH 7100 - Self Harvester Combine DASMESH 9100 Maize Harvester Combine DASMESH 726 - Track Harvester Combine DASMESH 913 - Tractor Driven Harvester Combine DASMESH 912 - Tractor Driven Harvester Combine DASMESH 912 - (4X4)Tractor Driven Harvester Combine DASMESH 642 Rotavator DASMESH 642 - Roto Seed Drill. DASMESH 517 - Straw Reaper

RESEARCH & DEVELOPMENT

To match up with latest trends and techniques, we have set a separate R&D unit which is manned by a team of highly qualified and experienced professionals. This in-house "R & D" department ensures that are raw material and finished products are checked at every level of production starting from the selection of raw material till the final dispatch of the consignment. This "R & D" department conducts extensive market surveys to fine ways to increase productivity and improve product quality.

The various activities carried out by our R&D experts are:

Testing Inspection Correction Optimization

MARKETS WE CATER TO
We have developed a huge dealer network which covers whole India. Due to our extensive dealer network we have been able to sell our products to various parts of India and the world.

Some of our products which are highly demanded in the specific regions of India are given below:

Self Harvester Combine:

Punjab Haryana Uttar Pradesh Madhya Pradesh Maharashtra Chhattisgarh Andhra Pradesh

Tractor Driven Harvester Combine:

Punjab Haryana Uttar Pradesh State in North Region

Tamil Nadu Andhra Pradesh Karnataka State in South India Maharashtra & Gujarat State in Western Region Madhya Pradesh & Chhitisgarh State in Central Region

Apart from that, our company also exports Self Harvester Combine to:

Nepal Sri-Lanka African Country

INTRODUCTION
The advancement in science and technology has further influenced the business environment globalization has made the business scenario more competitive. The captains of the industries have to keep themselves abreast with changing environment. The modernization has brought in many changes in HRM and HRD there by enhancing the scope and responsibility of HR executive/manager. The HR is most precious asset of an organization which has direct influence on functional as well as product ional aspect of the company. The subject as such or dealing with the HR may appear simpler but human beings are complex creatures. Thus, demanding a great deal of attention in dealing. There are various theories, strategies on HRM/HRD. Accordingly there numerous function of HR executive likes manpower planning, recruitment, selection, induction and retention of the best employee. The retention of suitable employee goes way in enhances the knowledge resource of the organization. This in the broader sense implies motivation and retention of the talent by understanding employees aspiration, needs and providing him the opportunities for his development and prosperity. Such employees will place any organization at the advantageous position in the competitive market. It therefore, merits proper strategy and policy so that the entire process of acquiring knowledge resource becomes cost effective. The different organization may have there own ways to implement such policies but importance of retentions is critical to every organization.

EXECUTIVE SUMMARY
Motivation in simple terms may be understood as the set of forces that cause people to behave in certain ways. A motivated employee generally is more quality oriented. Highly motivated worker are more productive than apathetic worker one reason why motivation is a difficult task is that the workforce is changing. Employees join organizations with different needs and expectations. Their values, beliefs, background, lifestyles, perceptions and attitudes are different. Not many organizations have understood these and not many HR experts are clear about the ways of motivating such diverse workforce. Now days employees have been hired, trained and remunerated they need to be motivated for better performance. Motivation in simple terms may be understood as the set or forces that cause people to behave certain ways. People are motivated rewards something they can relate to and something they can believe in. Times have changed People wants more. Motivated employees are always looking for better ways to do a job. It is the responsibility of managers to make employees look for better ways of doing their jobs. Individuals differ not only in their ability to do but also in their will to do, or motivation Managers who are successful in motivating employees are often providing an environment in which appropriate goals are available for needs satisfaction. Retaining and motivating workers requires special attention and the responsibility falls squarely on the shoulders of HR as well as managers and supervisors at all level. They have to create a work environment where people enjoy what they do, feel like they have a purpose and have pride in the mission of

the organization. It requires more time, more skill, and managers who care about people. It takes true leadership. By giving employees special tasks, you make them feel more important. When your employees feel like they are being trusted with added responsibilities, they are motivated to work even harder so they wont let the company down.

INTRODUCTION
In the organizational setting the word Motivation is used to describe the drive that impels an individual to work. A truly motivated person is one who wants to work .Both employees and employers are interested in understanding motivation if employees know what strengthens and what weakens their motivation, they can often perform more effectively to find more satisfaction in their job. Employers want to know what motivates their employees so that they can get them to work harder. When people speak of motivation or ask about the motives of person, they are really asking Why the person acts, or why the person acts the way he does .The concept of motivation implies that people choose the path of action they follow. When behavioral scientists use the word motivation, they think of its something steaming from within the person technically, the term motivation has its origin in the Latin word mover which means to move. Thus the word motivation stands for movement. One can get a donkey to move by using a carrot or a stick; with people one can use incentives, or threats or reprimands. However, these only have a limited effect. These work for a while and then need to be repeated, increased or reinforced to secure further movement. If a manager truly understands his subordinates motivation, he can channel their inner state towards command goals, i.e., goals, shared by both the individual and the organization. It is a well known fact that human being have great potential but they do not use it fully , when motivation is absent .Motivation factor are those which make people give more than a fair days work and that is

usually only about sixty-five percent of a persons capacity .Obviously , every manager should be releasing hundred percent of an individuals to maximize performance for achieving organizational goals and at the same to enable the individual to develop his potential and gain satisfaction. Thus every manager should have both interest and concern about how to enable people to perform task willingly and to the best of their ability. At one time, employees were considered just another input into the production of goods and services. What perhaps changed this way of thinking about employees was research, referred to as the Hawthorne Studies, conducted by Elton Mayo from 1924 to 1932 (Dickson, 1973). This study found employees are not motivated solely by money and employee behavior is linked to their attitudes (Dickson, 1973). The Hawthorne Studies began the human relations approach to management, whereby the needs and motivation of employees become the primary focus of managers (Bedeian, 1993).

Motivation Theories
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). Five major approaches that have led to our understanding of motivation are Maslow's need-hierarchy theory, Herzberg's two- factor theory, Vroom's expectancy theory, Adams' equity theory, and Skinner's reinforcement theory. According to Maslow, employees have five levels of needs (Maslow, 1943): physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees. Herzberg's work categorized motivation into two factors: motivators and hygienes (Herzberg, Mausner, & Snyderman, 1959). Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction. Vroom's theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Rewards 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. Adams' theory states that employees strive for equity between themselves and other workers. Equity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (Adams, 1965).

WHAT IS MOTIVATION?
A basic principle is that the performance of an individual depends on his or her ability backed by motivation. Stated algebraically the principle is: Performance =f (ability motivation) Ability refers to the skill and competence of the person to complete a given task. However, ability alone is not enough. The persons desire to accomplish the task is also necessary. Organizations become successful when employees have abilities and desire to accomplish given task. Motivation in simple terms may be understood as the set of forces that cause people to behave in certain ways. Reassess needs deficiencies Receives either rewards or punishment Performs Engages in goal directed behavior Searches for ways to satisfy needs Identifies needs

Framework of motivation The framework comprises steps. 1. Motivation process begins with the individuals needs. Needs are telt deprivations which the individual experiences at a given time and act as energizers. These needs may be psychological (e.g., the needs for recognition), physiological (e.g., the needs for water, air or foods) or social (e.g., the needs for friendship). 2. Motivation is goal directed. 3. A goal is a specific result that the individual wants to achieve .An employees goal are often driving forces and accomplishing those goals can significantly reduce needs. 4. Promotions and raises are two of the ways that organizations seek to maintain desirable behavior. 5. They are signals to employees that their needs for advancement and recognition and their behaviors are appropriate.

DEFINITIONS
Some definitions on motivation: how behavior gets started is energized, is sustained, is directed, is stopped, and what kind of subjective reaction is present in the organism while all this is going on jones, 1955). the term motivation refers to a process governing choices made by person or lower organisms among alternative forms of voluntary activity motivation is the result of process, internal or external to the individual that arouse enthusiasm and persistence to pursue a certain course of action. motivation is a process that starts with a physiological or psychological deficiency or need that activates behavior or a drive that aimed at a goal or an incentive Obviously, the first definition covers all stages shown in the motivation model.

The Role of Motivation:

Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employees changes constantly (Bowen & Radhakrishna, 1991). For example, research suggests that as employees' income increases, money becomes less of a motivator (Kovach, 1987). Also, as employees get older, interesting work becomes more of a motivator.

IMPORTANCE OF MOTIVATION:
Probably, no concept of HRM receives as much attention of academicians, researchers and practicing managers motivation. The increased attention towards motivation is justified by several reasons 1. Motivated employees are always looking for better ways to do a job. This statement can apply to corporate strategists and to production workers. It is the responsibility of managers to make employees look for better ways of doing their jobs. 2. A motivated employee generally is more quality oriented. This is true whether we are talking about a top manager spending extra time on data gathering and analysis for a report or a clerk taking extra care when filing important document.

3. Highly motivated worker are more productive than apathetic worker .The high productivity of Japanese worker and the fever worker are needed to produce an automobile in Japan than elsewhere is well known. An appreciation of the nature of motivation is highly useful manager. 4. Every organization requires human resources in addition to financial and physical resources for it to function .Three behavioral dimensions of HR are significant to organizations (i) people must be attracted not only to join the organizations but also to remain it (ii) people must perform he tasks for which they are hired and must do so in a dependable manner and (iii) people must go beyond this dependable role per performance and engage in some form of creative, spontantaneous, and innovative behavior at work. 5. Motivation as a concept represents a highly complex phenomenon that affects. and is affected by .a multitude of factors in the organizational milieu .an understanding of the topic of motivation is thus essential in order to comprehend more fully the effects of variations in other reaction as they relate to the performance, satisfaction, and so forth . 6. Why increasing attention is paid towards motivation can be found in the present and future technology required for production, as technology increases in complexity, machines tend to become necessary, yet insufficient, vehicles of effective and efficient operation .Consider the example of the highly technologybased space programmed in our country.

Purpose
The purpose of this study was to describe the importance of certain factors in motivating employees at the Piketon Research and Extension Center and Enterprise Center. Specifically, the study sought to describe the ranked importance of the following ten motivating factors: (a) job security, (b) sympathetic help with personal problems, (c) personal loyalty to employees, (d) interesting work, (e) good working conditions, (f) tactful discipline, (g) good wages, (h) promotions and growth in the organization, (i) feeling of being in on things, and (j) full appreciation of work done. A secondary purpose of the study was to compare the results of this study with the study results from other populations.

MOTIVATIONAL CHALLENGES
The framework of motivation indicates that motivation is a simple process. But in reality the task is more daunting One reason why motivation is a difficult task is that the workforce is changing. Employees join organizations with different needs and expectations. Their values, beliefs, background, lifestyles, perceptions and attitudes are different. Not many organizations have understood these and not many HR experts are clear about the ways of motivating such diverse workforce.

Motivating employees is also more challenging at a time when firms have dramatically changed the jobs that employees perform, reduced layers of hierarchy, and jetusoned large numbers of employees in the name of rightsizing or down-sizing .These actions have considerably damaged the level of trust and commitment necessary for employee to put in efforts above minimum requirements some organization have resorted to hire and fire and pay for- performance strategies almost giving up motivational efforts. Such strategies may have some effects (both positive and negative) but fail to make and individual overreach him or her

Third, motives can only be inferred, but not seen. The dynamic nature of needs offend poses challenge to any manager in motivating his or her subordinate. An employee, at any given time, has a various needs, desire,

and expectations. Employees who put in extra hours at work to fulfill their needs or accomplishment may find that these extra hours conflict directly with needs for affiliation and their desire to be with their families However, there is no shortage of models, strategies, and tactics for motivating employees. As a result, firms constantly experiment with next motivational programmed and practice. Work Motivation Craig Pinder echoing the basic definition of motivation, define it as follows: Work motivation is a set of energetic force that originate both within as well as beyond and individuals being, to initiate work related behavior, and to determine its form, direction, intensity, and duration.

While general motivation is concerned with effort towards any goal, Stephen Robbins narrow the focus to organizational goals in order to reflect singular interest in work related behavior the effort element is a measure of intensity. The need means some internal state that makes certain outcomes appear attractive. And unsatisfied need creates tension that stimulates drives within the individual. This drives general a search behavior to find particular goals, if attend, will satisfied the needs and lead to the reduction of tension

Mechanism of Motivation
Thus, the key to understanding motivation lies in the meaning of, and relationship between needs, drives and goals, Needs: Needs are created whenever there is a physiological or psychological imbalance For example: A need exists when cells in the body are deprived of food and water or when the personality is deprived of other people who serve friends or companions. Although psychological may be based on a deficiency, sometimes they are not. For instant, and individuals with a strong need to get ahead may have a history of consistent success

Drives: Drives (Or motives) are set up to alleviate needs. Psychological needs can be simply defined as a deficiency with direction. Physiological or psychological drives are action oriented and provide energizing thrust towards reaching an incentive or goals. They are at the very heart of the motivational process. The needs for food and water are translated into hunger and thrust drives, and the need for friend becomes a drives affiliation. Thus, a drive is a psychological state which moves an individuals satisfying a needs

Goals: At the end of the motivational cycle is the goal or incentive. It is anything that wills that will alleviate a need and reduce a drive. Thus, attaining a goal will tend to restore physiological or psychological balance and will reduce or cut off the drive. Eating food, drinking water and obtaining friends will tend to restore

the balance and reduce the corresponding drives food, water and friends are the incentive are the goals in this example

Conceptual clarification: (motives, motivation and motivating)

The terms motives, motivation and motivating which are derived from the Latin word Mover (to move) are important concept which have distinct connotation. In order to steer the energies of the employees towards organizational goals accomplishment, it is essential to grasp the meaning and significance of this concept and also to learn how to apply them intelligently

Motives: Motive is defined as a inner state that energizes, activates (Or moves) and directs (or channels) the behavior of individuals towards certain goals the strong motives or needs are fulfill. In order to minimize the restlessness, and keep it under control, the individual is propelled into action. Thus motive induce individual to channel their behavior towards such type of actions as would reduce their state of restlessness are inner disequilibrium. Thus motives can be thought of as drives that energize people to action.

Motivation: while motives are energizers of action, motivation is the actual action that is work behavior itself. For instance, when a employee work hard, his level of motivation may be consider as low. Thus, the level of motivation of employee is judged by his actual work behavior

Motivating: Motivating it is the term that implies that one person induces another to engage in action or work. Behavior by ensuring that a channel to direct the motive of the individuals become available and accessible to the individual. Managers play a significant role in channeling the strong motive in a direction that he satisfying to both the organization and the employees. Additionally, managers are also responsible for awakening or activating latent motives in individuals- that is the needs that are less strong and somewhat dormant and harness them in a manner that would be functional for the organization.

Classification of Motives: Primary motives are unlearned and physiologically based. Common primary motives include hunger, thirst, sleep, avoidance of pain, sex and maternal concern .The general motives are also unlearned but are not physiologically based. Competence, curiosity, manipulation, activity, and affection are examples of general motives.

Secondary motives are products of learning. The needs for power, achievement, affiliation, security and status are major motivating forces in human behavior at work. Behavioral science especially industrial.

Psychology motives is concerned with understanding an individuals through his motives .It studies the individuals socio-psychological motives at great length in order to be successful in understanding why man behaves the way he does.

Socio-psychological motives are neither inborn to him nor are they related directly to his survival .These motives originate from the training which he acquires from different social organizations to which he belongs. Sociopsychological motives, unlike physiological motives, are largely vary from culture to culture .They may be divided into affiliative and egoistic motives. Affiliative motives deal with belongingness, friendship or affection with people. Egoistic motives relate to a position over people rather than with people. Power, status, prestige or esteem fall under egoistic motives. Socio-psychological motives include acquisitiveness, security, status, autonomy, affiliation, achievement, dependence, aggression, power and nurturance.

The complexity of motivation: Human motivation is highly complex. Human behavior is multi-motivational. Several motives are simultaneously at work when the individual behaves; and several times the individual himself is unaware of his motives. Therefore, motivational analysis if behavior is difficult. Another fact is that the same motive may give rise to various motives may lead to the same type of behavior in different individuals.

Thus, there can be several other ways of behaving to achieve these one and all these different forms of behavior may lead to the same amount of success by achieving the same end. The converse is also true. Different motives may sometimes result in one form of behavior. To complicate matters further, people often do things without being aware of the basic motive or motives involved. Giving good reasons rather than real reasons for behavior is known as rationalization Ex. Sublimation, projection, identification, and compensation are a few forms of behavior in which the real motive is unknown to the individual. Whether motives are consciously present or are unconscious, many of them act upon the individual simultaneously .As a result, the individual may face conflict some of the time .An employee who wants to tell the boss off but also wants to keep his job is in conflict. An employer who must decide whether to sell an oversupply of a commodity at a loss or hold it a little long, is likewise in conflict.

There are various difficulties in inferring motives from behavior as we have seen thus far: Similar motives may be manifested through different behaviors Different motives may be expressed through similar behavior Motives may appear in disguised form Any single act of behavior may express several motives Expression of motives differ from culture to culture and from person to person within a culture

 Motives vary in strength not only from one individual to another but within the same individual at different times. Since it is difficult to know all there is to be known about the various motives that operate both within the individual and from outside, it is difficult to predict behavior

Motivation and Behavior

Systematic understanding of human behavior essentially involves the ability to determine the why of past behavior but also to predict, to change, and even to control as far as possible future behavior. Behavior is basically goal-oriented .that means the behavior of an individual is generally motivated by a desire to attain some goal. The specific goal is not always consciously known by the individual .Sometimes an individual may wonder, Why did I do that? or Why did I fail to do that? the reason for behavior is not always apparent to the conscious mind .individuals are not always aware of everything they want . The basic unit of behavior is an activity. In fact, all behavior is a series of activities .individual have preference for certain activities, they change activities, and they change activities accordingly. It is important for a manager to understand, predict, and even control the activities that an individual may perform at a given moment. To predict the behavior, manager must know which motives or needs of people evoke a certain action at a particular time. Motives: Every individual carries a set of inner motivations and drives that influence the way he behaves much more radically than he realizes .Individuals differ not only in their ability to do but also in their will to do, or motivation. Motives are sometimes defined as needs, wants, drives, or impulses within the individual .Motives are the whys of behavior .they arouse and maintain activity and determine a general direction of the behavior of an individual. In essence, motives or needs are the mainsprings of action. When we use these two terms

interchangeably- motives and needs-we refer something within an individual that prompts that person to action. Goals: Goals are outside an individual .Goals are something referred to as hoped for rewards towards which motives are directed Psychologists use the term incentives for these goals. Incentives include tangible financial rewards such as increased pay and also the managers who are successful in motivating employees are often providing an environment in which appropriate goals are available for needs satisfaction.

EASY WAYS TO MOTIVATE YOUR EMPLOYEES

Set Goals Its important to help your employees set goals for themselves. These can include both long-term and short-term goals and they can be both work-related and personal in nature. Often, goals are set on a weekly, monthly, quarterly, or even yearly basis. Many companies use performance management systems, which get every employee on the same page, regardless of his or her position. If they understand the relationship between their specific job and the companys success, theyll often approach their work with a sense of belonging. Frequently, that sense is all it takes to get that individual to finish a given task. And, of course, rewarding your employees for achieving their goals goes a long way toward creating a consistently motivated workforce. Encourage Creative Thinking Successful companies promote an environment in which creative thinking by the employees is allowed, if not encouraged. If youve been successful in explaining your companys overall objectives in detail, employees will often come up with their own creative strategies for achieving these goals. In the case of the sales force that I help manage, I usually tell them the successful tactics that I used while making sales but I also add that theres no one correct way. Everyone has a unique personality that might translate into an effective method of making sales. The challenge of figuring out an effective method on their own can be liberating

and much more fulfilling. Plus, employees are more apt to listen to future advice if you let them figure out that you are right on their own.

Devise a System of Teamwork and Trust Employees are never going to produce the way you expect them to if they think you dont care about them. Start off by learning about your employees personal lives. This will give you insights into how to deal with them in certain situations. Your relationship with your workers should seem like one between partners as opposed to one between employee and boss. Also, spread specific assignments around among your workers. By giving employees special tasks, you make them feel more important. When your employees feel like they are being trusted with added responsibilities, they are motivated to work even harder so they wont let the company down. Foster an Environment of Fun Studies have shown that employees are more dependable and productive when they think their workplace is a fun place to come to every day. Ive found that one of the most effective methods of doing this is simply engaging my sales reps in conversations about topics that we both find interesting. Its not necessary to talk to them all day long, but a few minutes here and there throughout the day can work wonders. Little talks like these allow the employee to see you as a regular person, and when your employees like you as a person, they are more likely to listen to you when you need them to get something done. REWARDS

People join organizations expecting rewards. Firms distribute money and other benefit in exchange for the employees availability, competence and behaviors.

The following diagram identifies four types of rewards: membership and seniority, job status, competency and performance. Membership and Seniority-based Rewards Benefit an employee receives depends on the firm which he or she joins. An MBA taking up a job in Wipro or Infosys gets more benefits than boy or girl who joins a state government undertaking. In the same firm, a senior employee receives more benefits than employee .Advancement , pay raises, retirement benefits and perquisites depend on seniority of an employee. Membership& Seniority Task Performance Job Status Competency Organizational Rewards Types of organizational rewards There are advantages and limitations associated with membership and seniority based reward .Membership based reward attract job applicants but the problem is such reward may not directly motivate job performance .Seniority based

rewards tend to reduce turnover but may fail to motivate achievers to perform better. Another problem with is that they discourage poor performers form leaving the film voluntarily because alternative jobs are simply not available to them.

Performance-based Rewards The trend that is emerging recently is to link pay to performance rather than to seniority or membership. Firms in N.America, Europe and Asia are paying their employees more for performance than ever before. For instance, in a recent survey of 210 large firms in Tokyo, Japan, 24 per cent awarded pay increases on the basis of performance than seniority. Performance-based rewards are many, but the most common among them are:

Team rewards are common where firms rely in teams to get work done. Some teams are rewarded with special bonuses or gifts if they collectively achieve specific goals. A gain sharing plan is a type of team reward that motivates team members to reduce costs and increase labor efficiency in their work process. Gain sharing plans use a predetermined formula and calculated cost savings and pay bonus to all team members. Typically, the company shatters the cost savings with employees.

Individual rewards are quite common in organizations. The most common is the piece rate which links pay to the units produced by an employee. Commissions are paid to sales people on the actual sales shown by them. Merit pay is based on the individuals performance. This is gradually replaced by retainable bonuses for accomplishing specific tasks or for achieving certain goals. Although these bonuses are often determined from team or organizational performance, they may also result from satisfactory completion of individual goals. Are rewards, particularly monetary rewards, reality motivators? Put in another way, does money motivate employees? The answer is yes and no. Money is understood to be powerful motivator for more than one reason. In the first place, money is fundamental for completion of task. Work, unless it is voluntary or play involves a contract between two parties guaranteed by the payment of money. The employee takes pay as the reward for his or her work and the employer views it as the price for using the services of the employee. Second, as a medium of exchange, money is the vehicle by which employee can buy numerous need satisfying goods and services they desire. Third, money is one of the hygiene factors, and improving maintenance factors is the first step in effort directed towards motivation. Fourth, money also performs the function of a score card by which employees assess the value that the organization place on their services and by which employees can compare their values to others. Fifth, reinforcement and expectancy theories attest to the value of money as a motivator. In the former, if pay is contingent upon performance, it will encourage workers to high levels of effort, Consistent with the expectancy theory, money

will motivate to the extent that it is seen as being able to satisfy an individuals personal goals and is perceived as being dependent upon performance criteria.

Sixth, money acts as punctuation in ones life. It is an attention-getting and effectproducing mechanism Money has, therefore, tremendous importance in influencing employee behavior. Seventh, money is easily vulnerable for manipulation. Other factors like satisfaction, responsibility, a challenging job and the like are nebulous. Payments and the plans with which they are linked are manipulatable. Finally, money will be a powerful motivator for a person who is tense and anxious about lack of money. Many worries and concerns are financially based. It is relaxing to receive sufficient money to clear the outstanding bills and past debts which have been causing tension. But behavioral scientists think otherwise. They downgrade money as a motivator. They prefer, instead, other techniques such as challenging jobs, goals, participation in decision of behavioral scientists to money as a motivator is understandable for at least six reasons. First, money is not important to all people. High achievers, for example, are intrinsically motivated. Money has little impact on such people. Second, people fail to see a direct linkage between monetary and performance. In these days of unionization, protective legislation, seniority based promotion, and the coast of living indexation, pay raises do not depend on performance. Third, for money to motivate the difference in pay increase between a high performer and an average performer must be significant. In practice it rarely is. Fourth, management must have the discretion to reward high performers with more money. This is not possible, thanks to strong

unionization. Fifth, relationships among employees are often ruptured because of the scramble for monetary rewards. Finally, financial incentives discourage risktaking propensity of people. Whenever people are encouraged to think about what they will get for performing a task, they become less inclined to take risk or explore possibilities. The conclusion is that money can motivate some people under some conditions. Put it another way money cannot motivate all people under all circumstances. Studies too attest to the same assertion. Motivating Employees without Money The employees who work for your company are naturally motivated. All you need to do is to utilize their natural ability, which you can do without spending a time. That's right! No money. In fact, money can actually decrease an employee's motivation and performance. The first step in utilizing your employees' natural abilities is to eliminate your organization's negative practices that zap away their natural motivation. The second step your organization can take is to develop true motivators which can spark all your employees into being motivated. By decreasing negative zapping demotivators and by adding true motivators, you will tap into your employees' natural motivation. Your employees' natural motivation relies on the fact that all people have human desires for affiliation, achievement, and for control and power over their work. In addition, they have desires for ownership, competence, recognition, and meaning in their work. The following is a list of ten motivation zapping organizational behaviors that will demotivate your employees. Create an atmosphere full of company politics.

 Develop unclear expectations regarding your employees' performance. Create a lot of unnecessary rules for employees to follow. Plan unproductive meetings for employees to attend. Promote internal competition between employees. Withhold information critical for employees to perform their work. Provide criticism instead of constructive feedback. Tolerate poor performance so your high performing employees feel taken advantage of. Treat employees unfairly. Underutilize the capability of your employees. The following are examples of true motivators that will help your employees tap into their natural ability to be motivated. Remember; implement these true motivators without spending money. Instead of focusing on money, focus on how you can make some changes within your organization. If your employees do routine work add some fun and variety to their routine. Provide employees with input and choice in how they do their work. Encourage responsibility and leadership opportunities within your company. Promote social interaction and teamwork between employees. Tolerate learning errors by avoiding harsh criticism.

 Promote job ownership. Develop goals and challenges for all employees. Provide lots of encouragement. Make appreciation part of your repertoire. Develop measurement that shows performance increase. By eliminating demotivators and adding in no cost motivators you are tapping into your employees' natural human desires to perform at their maximum level of motivation and productivity. The following are the human desires that you are tapping into. Desire for activity Desire for ownership Desire for power Desire for affiliation Desire for competence Desire for achievement Desire for recognition Desire for meaning That's it! Remember; don't work to change one individual at a time. Work to change your organization to decrease the demotivators and thereby increase your employees natural ability to self motivates themselves.

Employee motivation Principles of improving employee motivation and empowerment Employee motivation questionnaires or surveys Staff surveys are usually very helpful in establishing whether staff in your company is motivated and therefore performing to best effect. Aside from the information that questionnaires reveal, the process of involving and consulting with staff is hugely beneficial and motivational in its own right, (see the 'Hawthorne Effect'). Whilst your survey will be unique to your company, your staff issues, your industry and culture, some useful generic guidelines apply to most situations. Although not exhaustive, the following ten points may help you cover the relevant subject areas and help towards establishing facts rather than making assumptions about motivation when designing your own questionnaires on employee motivation.

TEN TIPS FOR QUESTIONNAIRES ON EMPLOYEE MOTIVATION

1. What is the 'primary aim' of your company? Your employees may be more motivated if they understand the primary aim of your business. Ask questions to establish how clear they are about your company's principles, priorities and mission. 2. What obstacles stop employees performing to best effect? Questionnaires on employee motivation should include questions about what employees are tolerating in their work and home lives. The company can eliminate practices that zap motivation. 3. What really motivates your staff? It is often assumed that all people are motivated by the same things. Actually we are motivated by a whole range of factors. Include questions to elicit what really motivates employees, including learning about their values. Are they motivated by financial rewards, status, praise and acknowledgment, competition, job security, public recognition, fear, perfectionism, results... 4. Do employees feel empowered? Do your employees feel they have job descriptions that give them some autonomy and allow them to find their own solutions or are they given a list of tasks to perform and simply told what to do? 5. Are there any recent changes in the company that might have affected motivation?

If your company has made redundancies, imposed a recruitment freeze or lost a number of key people this will have an effect on motivation. Collect information from employees about their fears, thoughts and concerns relating to these events. Even if they are unfounded, treat them with respect and honesty. 6. What are the patterns of motivation in your company? Who is most motivated and why? What lessons can you learn from patches of high and low motivation in your company? 7. Are employee goals and company goals aligned? First, the company needs to establish how it wants individuals to spend their time based on what is most valuable. Secondly this needs to be compared with how individuals actually spend their time. You may find employees are highly motivated but about the "wrong" priorities. 8. How do employees feel about the company? Do they feel safe, loyal, valued and taken care of? Or do they feel taken advantage of, dispensable and invisible? Ask them what would improve their loyalty and commitment. 9. How involved are employees in company development? Do they feel listened to and heard? Are they consulted? And, if they are consulted, are their opinions taken seriously? Are there regular opportunities for them to give feedback? 10. Is the company's internal image consistent with its external one?

Your company may present itself to the world as the 'caring airline', 'the forward thinking technology company' or the 'family hotel chain'. Your employees would have been influenced, and their expectations set, to this image when they joined your company. If you do not mirror this image within your company in the way you treat employees you may notice motivation problems. Find out what the disparity is between the employees image of the company from the outside and from the inside.

EMPOWERMENT
Empowerment is one of concepts discussed much in HRM. Empowerment is what young job aspirants are looking for in organizations. More than monetary rewards, it is the feeling that employee owns the job that motivates him or her nowadays. Empowerment may be understood as a process of enhancing feelings of self .efficacy among organizational members through the identification of conditions that foster powerlessness and through their removal by both formal organizational practices and informal techniques of providing efficacy information Empower employees are energetic and passionate. They aspire to do better job because they get personally rewarded for doing job.

Empowerment consist five stages. The first stage involves identifying .The conditions existing in the organizations that lead to feelings of powerlessness on the part of organizational members. These conditions manifest through poor communication, centralized resources, and authoritarian styles of leadership, low incentive value rewards, low task variety and unrealistic performance goals.

Diagnosis being completed as suggested above, the next stage is to introduce empowerment strategies and techniques. Use of participative management implementing merit-Pay systems and job enrichment are example of possible empowerment practices.

The use of the programmes (stated above) is designed to accomplish two objectives in the third stage. One is simply to remove the conditions identified in the first stage as contributing to powerlessness. The second, and more important, is to provide self-efficacy information to subordinate. Self-efficacy describes a belief in ones effectiveness. Individuals high in self-efficacy information to subordinates. Self-efficacy describes a belief in ones effectiveness. Individuals high in self-efficacy tend to be confident and self-assured and feel they are likely to be successful in whatever Endeavours they undertake.

Receiving such information result in feeling of empowerment in the fourth stage .This is because increasing self-efficacy straightens effort performance expectancies. Finally, the enhanced empowerment feelings from stage four are translated into performance in the fifth and final stage. These behavioral consequences of empowerment include increased activity directed towards task accomplishment. Empowerment result in performance Empowerment is facilitated by a combination of factors including values, leadership, job structure and reward systems. Empowerment occurs when power of decision making and authority to share resources go to employees who then experiences a sense of ownership and control over jobs. Empowered employees know that know that their jobs belong to them. Given a say on how things are done, employees feel more responsible.

When they feel responsible, they show more initiative in their work, get more done and enjoy the work more. Empowerment demands team formation. Teams, thus formed, are called selfdirected or simply empowered teams. Wipro Corporation has nearly 30 such teams and Titan, ABB, Tata information Systems too have their own empowered teams. The 60,000 tones per annum polyester filament yarn plant of Reliance at Hazira went on stream within 14 months mainly because its technical teams were empowered to make critical decisions at the worksite. Information sharing is another building block of empowerment. Employees need to be informed about the business and demonstrate how their work fits in. One of the most important measures of job satisfaction is whether employees find meaning in their work-if they know what they are working towards and understand how their work affects other employees and the organization as a whole.

Tips may be useful in empowering employees:

1.Delegate responsibility and along with it authority. role with that of partner role. 2.Have tolerance for mistakes committed by subordinates. Demonstrate this tolerance through deeds and words. 3.Share information with subordinates. Empowered employees need sufficient information to get full perspective. 4.Allow teams to form. Teams are the best vehicles to empowerment. 5.Performance feedback is always important. It is particularly important for newly empowered employees. Feedback enhances learning and can provide needed assurance that the job is being mastered. Empowerment needs to be implemented with caution. Where employees suffer from inflated egos and are highly self-centered, empowerment does not work. Many employees entertain the feeling that they are subjected to be led and not to led. Empowerment has no appeal to such subordinates. When employees look for secured but not challenging jobs, empowerment sounds hollow. Employee motivation principles - a short case study - sound familiar? When Michael started his own consultancy he employed top people; people he'd worked with in the past who had shown commitment, flair and loyalty and who seemed to share his values. But a few months down the line one of his team members started to struggle. Jo was putting in the hours but without enthusiasm.

Her confidence was dropping; she was unfocused and not bringing in enough new business. Michael explained to Jo the seriousness of the situation. Without new business he would lose the company and that would mean her job. He showed her the books to illustrate his point. He again ran through her job description and the procedures she was expected to follow. He told her that he was sure she was up to the job but he really needed her to bring in the new business or they would all be out on their ear. Jo told Michael that she understood. She was doing her best but she'd try harder. But a month later nothing had changed. After an initial burst of energy, Jo was back to her old ways. No matter how experienced a leader you are, chances are at times you have struggled to motivate certain individuals. You've tried every trick in the book. You've sat down one-to-one with the individual concerned and explained the situation. You've outlined the big vision again in the hope of inspiring them. You've given them the bottom line: "Either you pull your finger out or your job is on the line". You've dangled a carrot in front of them: "If you make your targets you'll get a great bonus". And sometimes it works. But not every time. And there have been casualties. Ultimately if someone can't get the job done they have to go. The granddaddy of motivation theory, Frederick Herzberg, called traditional motivation strategies 'KITA' (something similar to Kick In The Pants). He used the analogy of a dog. When the master wants his dog to move he either gives it a

nudge from behind, in which case the dog moves because it doesn't have much choice, or he offers it a treat as an inducement, in which case it is not so much motivated by wanting to move as by wanting choc drops! KITA does the job (though arguably not sustainable) but it's hard work. It means every time you want the dog to move you have to kick it (metaphorically). Wouldn't it be better if the dog wanted to move by itself? Transferring this principle back in to the workplace, most motivation strategies are 'push' or 'pull' based. They are about keeping people moving either with a kick from behind (threats, fear, tough targets, complicated systems to check people follow a procedure) or by offering choc drops (bonuses, grand presentations of the vision, conferences, campaigns, initiatives, etc).

10 management motivation examples

to illustrate that there are better ways to motivate employees Blaire Palmer's experience has enabled her to work with a wide range of individuals and groups from a variety of backgrounds. Some of these people are highly motivated themselves, but struggle to extend this state of mind to the people they manage. Other people are at the receiving end of KITA motivation strategies that (obviously) aren't working on them. These people know they 'should' be more engaged with their work. Sometimes they fake it for a few months but it's not sustainable. In this paper Blaire identifies some common assumptions about motivation and presents some new paradigms that can help motivate more effectively. By adding these coaching tools and motivation principles to your capabilities you should find the job of leading those around you, and/or helping others to do the same, more of a joyful and rewarding activity. Instead of spending all your time and energy pushing and cajoling (in the belief that your people's motivation must come from you) you will be able to focus on leading your team, and enabling them to achieve their full potential - themselves. Ultimately, motivation must come from within each person. No leader is ever the single and continuing source of motivation for a person. While the leader's encouragement, support, inspiration, and example will at times motivate followers, the leader's greatest role in motivating is to recognize people for who they are, and to help them find their own way forward by making best use of their own strengths and abilities. In this way, achievement, development, and

recognition will all come quite naturally to the person, and it is these things which are the true fuels of personal motivation. By necessity these case studies initially include some negative references and examples, which I would urge you to see for what they are. How not to do things, and negative references, don't normally represent a great platform for learning and development. In life it's so important always to try to accentuate the positive - to encourage positive visualisation - so, see the negatives for what they are; silly daft old ways that fail, and focus on the the positives in each of these examples. There are very many. Motivation example 1 - 'everyone is like me' One of the most common assumptions we make is that the individuals who work for us are motivated by the same factors as us. Perhaps you are motivated by loyalty to the company, enjoying a challenge, proving yourself to others or making money. One great pitfall is to try to motivate others by focusing on what motivates you. Marie, a director in her company, was being coached. She was a perfectionist. Every day she pushed herself to succeed and was rewarded with recognition from her peers. But she was unable to get the same standard of work from her team members. In the first few weeks of her coaching she would say, "If only people realized how important it was to put in 110% and how good it felt to get the acknowledgment, then they would start to feel more motivated".

But it wasn't working. Instead people were starting to become resentful towards Marie's approach. Acknowledgment was a prime motivator for Marie so to help her consider some other options, she was helped to brainstorm what else might motivate people in their work. Marie's list grew: 'learning new skills', 'accomplishing a goal as part of a team', 'creativity', 'achieving work-life balance', 'financial rewards' and 'the adrenaline rush of working to tight deadlines'. Marie began to see that perhaps her team were indeed motivated - it was simply that the team members were motivated in a different ways to her own. If the leader can tap into and support the team members' own motivations then the leader begins to help people to realize their full potential. Motivation example 2 - 'no-one is like me' Since the 1980's, research has shown that although we know that we are motivated by meaningful and satisfying work (which is supported by Herzberg's timeless theory on the subject, and virtually all sensible research ever since), we assume others are motivated mainly by financial rewards. Chip Heath, associate professor at Stanford University carried out research that found most people believe that others are motivated by 'extrinsic rewards', such as pay or job security, rather than 'intrinsic motivators', like a desire to learn new skills or to contribute to an organization. Numerous surveys show that most people are motivated by intrinsic factors, and in this respect we are mostly all the same. Despite this, while many leaders recognize that their own motivation is driven by factors that have nothing to do with money, they make the mistake of assuming

that their people are somehow different, and that money is central to their motivation. If leaders assume that their team members only care about their pay packet, or their car, or their monthly bonus, this inevitably produces a faulty and unsustainable motivational approach. Leaders must recognize that people are different only in so far as the different particular 'intrinsic' factor(s) which motivate each person, but in so far as we are all motivated by 'intrinsic' factors, we are all the same.

JOB ENLARGEMENT, ENRICHMENT AND ROTATION

Job is a significant aspect in ones life. It is the primary institution through which the employee satisfies his or her diverse needs. He or she earns a living from the job, socialize in work organizations, and realizes potentialities through work. Work is also a primary means of achieving goals-economic, social, political and cultural. People, in general, spend a considerable amount of time working. In fact, seems to be the only thing that people can do eight hours or more, day after day, without much interruption. All the other activities one enjoys, such as eating, plying and sex, no matter how much one enjoys these, are easily suitable. In our society, we philosophy upon work and treat it as worship. Naturally, job has become a serious subject for social scientists and practicing managers. It has become an issue for many workers because it is losing its intrinsic value. Some workers express dissatisfaction with their jobs, and this dissatisfaction seems to have an adverse effect on motivation and quality of life general. Attempts have been made to use jobs for motivating employees in organizations. Job enrichment and rotation are but example in that direction.

Job Enrichment
First coined by Herzberg in his famous research on motivators and maintenance factors, job enrichment has now become a popular concept. It simply means adding a few more motivators to a job to make it more rewarding. To be specific, a job is enriched when the nature of the job is exciting,

challenging, and creative, or it gives the job holder more decision-making, planning and controlling powers.

According to Herzberg, an enriched job has eight characteristics. These features are described as follows and illustrated.

1.Direct feedback: Employees should be able to get immediate knowledge of the results they are achieving. The evaluation of performance can be built into a job (as in an electronic spell-checker, indicating the presence or absence of errors) or provided by supervisor.

2.Clint Relationship: An employee who serves a client or a customer directly has an enriched job. The client can be from outside the firm (such as a mechanic dealing with car owner) or from inside (such as a computer operator running a job for another department).

3.New learning: An enriched job allows its incumbent to feel that he\she is growing mentally. An assistant who clips relevant newspaper articles for his\her boss is, doing an enriched job.

4.Scheduling Own Work: Freedom to schedule ones own work contributes to enrichment. Deciding when to tackle which assignment is an example of selfscheduling. Employees who perform creative work have a greater opportunity to schedule their assignments than employees performing routine jobs.

5.Unique Experience: An enriched job has some unique qualities or features, such as a quality controller visiting suppliers place.

6.Control Over Resources: One approach to job enrichment is for each employee to have control over his\her resources and expenses. For example, he\she must have the authority to order supplies necessary for completing his\her job.

7.Direct Communication Authority: An enriched job allows the worker to communicate directly with people who use his\her output, such as a quality assurance handling a customers complaints about the quality of the company product.

8.Personal Accountability: An enriched job holds the incumbent responsible for the results. He or she receives praise for good work and blame for poor work. Being a direct outgrowth of herzbergs two-factor theory of motivation, job enrichment is a valuable motivational technique. A few studies conducted in the US demonstrated the usefulness of job enrichment as a motivator. For example, a

study of AT&T with clerical and other company employees showed a positive improvement in job performance, and satisfaction after job enrichment.

SOME CAUTIONS ABOUT JOB ENRICHMENT

Since job enrichment has been so well-published in recent years, as a method of increasing worker motivation, one can easily be misled by its possibilities. Although job enrichment can cause increased employee motivation there are some other factors that should be considered. 1.Job Enrichment is not a substitute for good Management: Regardless of how enriched jobs might be in an organization, if other environmental factors in the organization are not adequate, job enrichment will have little or no effect. Job enrichment is not a substitute for good supervisory practices, wages, and company policies. 2.Enriched is a Relative Team: As a general rule, job enrichment proposes that jobs with little responsibility should be improved to provide a greater responsibility for the incumbent. However, we must remember that describing a job as one with little responsibility carries an implicit assumption about the person occupying that role. While the job may appear to be boring to the observer, the person actually performing the job may find it quite challenging.

3.Enriching Jobs may Create a Snowball Effect: Given that organizations have a fixed amount of authority to distribute among its member, enriching one persons job means taking authority away from another (most likely the manager). This not only present system design problems (for example, rewriting job descriptions) but it can also present a practical barrier since labour unions may resist a scheme that eliminates jobs.

4.Job Enrichment Assumes that Workers want More Responsibility: Clearly, if we take extreme case of a worker who is motivated by a lack of responsibility, then job enrichment for this person would be disaster. For workers, who for a variety of reasons, are satisfied with their current level of responsibility, job enrichment cause more problems that it may cure. 5.Job Enrichment may have Negative Short-term Effects: For a short time after an increase I the job responsibility, it is not unusual for organizations to experience a drop in productivity, as workers become accustomed to the new work systems. After this initial drop, however, many firms report an increased productivity that job enrichment is supposed to produce. If an evaluation of a jobenrichment programme is made too early, the management may erroneously conclude that the programme is not working.

6.Job Enrichment is a Static Process: People become bored in their jobs because their capacity to make decisions is not fully utilized. Even though the job is changed to utilize this capacity, there is ample evidence to suggest that personal capacity is a dynamic, developing attribute. It is likely, therefore, that after a period of time (the exact amount varies from person to person) the worker will outgrow the enriched job. If this occurs, additional enrichment will be required to fully utilize the individuals increased capacity. If jobs cannot be changed over time to use this capacity, the worker could be transferred to another job which has a higher level of work (promotion).

7.Participation can Affect the Enrichment Process: Herzberg originally recommended that workers should not be involved in the enrichment process. His logic was that workers are often conditioned to see their jobs in terms of Hygiene factors and are unable to respond to the job content. No doubt, this is a factor that the management must consider in the participation process, but recent research indicted that participation can have a positive effect.

8.Change is Difficult to Implement: As is too well-known, any change is resisted and this applies to job enrichment jobs through increasing the level of responsibility will result in an increased motivation. On the other hand, our knowledge about change processes tells us that this type of change is one of the most difficult things to implement in a work situation. The initiation of a jobenrichment programme must take this factor into account. In other words, employees are not likely to be elated at the announcement of a job-enrichment programme.

BASICS ABOUT EMPLOYEE MOTIVATION (INCLUDING STEPS YOU CAN TAKE) 1. Motivating employees starts with motivating yourself It's amazing how, if you hate your job, it seems like everyone else does, too. If you are very stressed out, it seems like everyone else is, too. Enthusiasm is contagious. If you're enthusiastic about your job, it's much easier for others to be, too. Also, if you're doing a good job of taking care of yourself and your own job, you'll have much clearer perspective on how others are doing in theirs. A great place to start learning about motivation is to start understanding your own motivations. The key to helping to motivate your employees is to understand what motivates them. So what motivates you? Consider, for example, time with family, recognition, a job well done, service, learning, etc. How is your job configured to support your own motivations? What can you do to better motivate yourself? 2. Always work to align goals of the organization with goals of employeesas mentioned above, employees can be all fired up about their work and be working very hard. However, if the results of their work don't contribute to the goals of the organization, then the organization is not any better off than if the employees were sitting on their hands -- maybe worse off! Therefore, it's critical that managers and supervisors know what they want from their employees. These preferences should be worded in terms of goals for the organization. Identifying the goals for the organization is usually done during strategic planning. Whatever steps you take to support the motivation of your employees (various steps are suggested below), ensure that employees have strong input to identifying their

goals and that these goals are aligned with goals of the organization. (Goals should be worded to be "SMARTER". 3. Key to supporting the motivation of your employees is understanding what motivates each of them each person is motivated by different things. Whatever steps you take to support the motivation of your employees, they should first include finding out what it is that really motivates each of your employees. You can find this out by asking them, listening to them and observing them. 4. Recognize that supporting employee motivation is a process, not a taskOrganizations change all the time, as do people. Indeed, it is an ongoing process to sustain an environment where each employee can strongly motivate themselves. If you look at sustaining employee motivation as an ongoing process, then you'll be much more fulfilled and motivated yourself. 5. Support employee motivation by using organizational systems (for example, policies and procedures)--don't just count on good intentions dont just count on cultivating strong interpersonal relationships with employees to help motivate them. The nature of these relationships can change greatly, for example, during times of stress. Instead, use reliable and comprehensive systems in the workplace to help motivate employees. For example, establish compensation systems, employee performance systems, organizational policies and procedures, etc., to support employee motivation. Also, establishing various systems and structures helps ensure clear understanding and equitable treatment of employees.

Steps You Can Take The following specific steps can help you go a long way toward supporting your employees to motivate themselves in your organization. 1. Do more than read this article -- apply what you're reading herethis maxim is true when reading any management publication. 2. Briefly write down the motivational factors that sustain you and what you can do to sustain them this little bit of "motivation planning" can give you strong perspective on how to think about supporting the motivations of your employees. 3. Make of list of three to five things that motivate each of your employeesRead the checklist of possible motivators. Fill out the list yourself for each of your employees and then have each of your employees fill out the list for them. Compare your answers to theirs. Recognize the differences between your impressions of what you think are important to them and what they think is important to them. Then meet with each of your employees to discuss what they think are the most important motivational factors to them. Lastly, take some time alone to write down how you will modify your approaches with each employee to ensure their motivational factors are being met. (NOTE: This may seem like a "soft, touchy-feely exercise" to you. If it does, then talk to a peer or your boss about it. Much of what's important in management is based very much on "soft, touchy-feely exercises". Learn to become more comfortable with them. The place to start is to recognize their importance.)

4. Work with each employee to ensure their motivational factors are taken into consideration in your reward systems For example, their jobs might be redesigned to be more fulfilling. You might find more means to provide recognition, if that is important to them. You might develop a personnel policy that rewards employees with more family time, etc. 5. Have one-on-one meetings with each employee Employees are motivated more by your care and concern for them than by your attention to them. Get to know your employees, their families, their favorite foods, names of their children, etc. This can sound manipulative -- and it will be if not done sincerely. However, even if you sincerely want to get to know each of your employees, it may not happen unless you intentionally set aside time to be with each of them. 6. Cultivate strong skills in delegation Delegation includes conveying responsibility and authority to your employees so they can carry out certain tasks. However, you leave it up to your employees to decide how they will carry out the tasks. Skills in delegation can free up a great deal of time for managers and supervisors. It also allows employees to take a stronger role in their jobs, which usually means more fulfillment and motivation in their jobs, as well. 7. Reward it when you see it A critical lesson for new managers and supervisors is to learn to focus on employee behaviors, not on employee personalities. Performance in the

workplace should be based on behaviors toward goals, not on popularity of employees. You can get in a great deal of trouble (legally, morally and interpersonally) for focusing only on how you feel about your employees rather than on what you're seeing with your eyeballs. 8. Reward it soon after you see it this helps to reinforce the notion that you highly prefer the behaviors that you're currently seeing from your employees. Often, the shorter the time between an employee's action and your reward for the action, the clearer it is to the employee that you highly prefer that action. 9. Implement at least the basic principles of performance management Good performance management includes identifying goals, measures to indicate if the goals are being met or not, ongoing attention and feedback about measures toward the goals, and corrective actions to redirect activities back toward achieving the goals when necessary. Performance management can focus on organizations, groups, processes in the organization and employees. 10. Establish goals that are SMARTER SMARTER goals are: specific, measurable, acceptable, realistic, timely, extending of capabilities, and rewarding to those involved. 11. Clearly convey how employee results contribute to organizational resultsEmployees often feel strong fulfillment from realizing that they're actually making a difference. This realization often requires clear communication about organizational goals, employee progress toward those goals and celebration when the goals are met.

12. Celebrate achievements this critical step is often forgotten. New managers and supervisors are often focused on a getting "a lot done". This usually means identifying and solving problems. Experienced managers come to understand that acknowledging and celebrating a solution to a problem can be every bit as important as the solution itself. Without ongoing acknowledgement of success, employees become frustrated, skeptical and even cynical about efforts in the organization. 13. Let employees hear from their customers (internal or external) Let employees hear customers proclaim the benefits of the efforts of the employee . For example, if the employee is working to keep internal computer systems running for other employees (internal customers) in the organization, then have other employees express their gratitude to the employee. If an employee is providing a product or service to external customers, then bring in a customer to express their appreciation to the employee. 14. Admit to yourself (and to an appropriate someone else) if you don't like an employee -- Managers and supervisors are people. It's not unusual to just not like someone who works for you. That someone could, for example, look like an uncle you don't like. In this case, admit to yourself that you don't like the employee. Then talk to someone else who is appropriate to hear about your distaste for the employee, for example, a peer, your boss, your spouse, etc. Indicate to the appropriate person that you want to explore what it is that you don't like about the employee and would like to come to a clearer perception of how you can accomplish a positive working relationship with the employee. It often helps a great deal just to talk out loud about how you feel and get someone else's opinion

about the situation. As noted above, if you continue to focus on what you see about employee performance, you'll go a long way toward ensuring that your treatment of employees remains fair and equitable.

Ten Tips on Improving Employee Motivation No matter the size of your company, having a team of motivated, hard-working employees is crucial to your business success. When people lose their motivation, however, their job performance suffers -- they become less productive, less creative, less of an asset to the company. Here are 10 useful pointers on getting your employees enthused, productive, and ready to give their all: 1.Build a foundation. Its important to build a solid foundation for your employees so they feel invested in the company. Tell them about the history of the business and your vision for the future. Ask them about their expectations and career goals, as well as how you can help them feel part of the team. When any new employee starts, make sure he or she receives a thorough welcome orientation. 2.Create a positive environment. Promote an office atmosphere that makes all employees feel worthwhile and important. Dont play favorites with your staff. Keep office doors open and let folks know they can always approach you with questions or concerns. A happy office is a productive office. 3.Put people on the right path. Most employees are looking for advancement opportunities within their own company. Work with each of them to develop a career growth plan that takes into consideration both their current skills and future goals. If employees become excited about whats down the road, they will become more engaged in their present work. 4.Educate the masses. Help employees improve their professional skills by providing on-the-job training or in-house career development. Allow them to

attend workshops and seminars related to the industry. Encourage them to attend adult education classes paid for by the company. Employees will feel you are investing in them, and this will translate into an improved job performance. 5.Dont forget the fun. Once in a while you have put work aside and do something nice for the people who work for you. Treat the office to a pizza lunch or take everyone to the movies. Reward employees with an unexpected day off or by closing the office early on a random Friday afternoon. 6.Acknowledge contributions. You can make a huge difference in employee morale simply by taking the time to recognize each employees contributions and accomplishments, large or small. Be generous with praise. 7.Provide incentives. Offer people incentives to perform well, either with something small like a gift certificate or something more substantial such as a performance-based bonus or salary increase. Give out Employee of the Month awards. Such tokens of appreciation will go far in motivating employees. 8.Honor your promises. Getting people to give their all requires following through on promises. If you tell an employee that he or she will be considered for a bonus if numbers improve or productivity increases, youd better put your money where your mouth is. Failure to follow through on promises will result in a loss of trust -not only that persons trust, but the trust of every employee that hears the story. 9.Provide career coaching. Help employees reach the next level professionally by providing on-site coaching. Bring in professionals to provide one-on-one counseling, which can help people learn how to overcome personal or professional obstacles on their career paths.

10. Match tasks to talents. You can improve employee motivation by improving employee confidence. Assign individuals with tasks you know they will enjoy or will be particularly good at. An employee who is successful at one thing will have the self-confidence to tackle other projects with renewed energy and excitement.

RESEARCH METHODOLOGY

A research design is the arrangement of conditions for the collection of data and analysis of data. Infact, reseach design is the conceptual structure within which research is conducted. Descriptive Research Design has been used by me to solve each and every factor of given task. In the descriptive research study, the main purpose is that of formulating a problem for more precise investigation or of developing the working hypothesis forms an operational point of view. The major emphasis is on the discovery of ideas and in sights.

DATA COLLECTION METHOD

According to the needed research for the project is both Primary and Secondary data collection methods. We have used company

website and some publications on the net and information related to vroucher for secondary data collection. To ensure the accuracy of the primary data collection used is the structured interview method. SAMPLING PLAN Sample Size:40 employees

Sample unit:-

Amrit Banaspati Company Ltd.

Method of sampling:-

Simple random sampling

Method of data collection:-

Primary & secondary

Research design :-

Descriptive

NEED OF THE STUDY

Retention has become a strategic priority in many organizations. Cost reduction is the mantra of any contemporary successful business. As a competitive edge, a company management is striving to identify and capture incentives that reward expansion, production increase or investment geared to cost reduction or job retention. Many companies have off-shored operations in order to cut cost and increase profits. Finding and developing employees to fill critical positions has become essential for organizations to compete in global economic market. Companys today invest so much time in their employees that each time one leaves, it is like they are losing an investment. It is for this reason employee retention had become a critical component of workforce stability

OBJECTIVE

To high light the necessity of retention in prevailing business environment. Analyze the existing system of retention adopted in ABC Ltd. In relation to the objective of recruitment and selection system. To identify the weakness in the system. To suggest/recommend appropriate strategies changes in existing system. To reduce employee turnover. To reduce the cost of hiring a new employee.

LIMITATION OF THE STUDY

Various limitation of the study are statistic with regard To qualification requirement used in the project may differ from person to person. The data taken during the project study may not represent the realistic picture. Hence there may be margin of error. The information collected by me may be incomplete. Small sample size taken at convenience might have affected the result of the study. Existence of biases in the respondent mind.

1. If you look for a new Job, (in a new company) what will be your preference? a) Career plan b) Flexible Timings c) Not improvement in position (Increase in other benefits) d) Improvement in position

70% 60% 50% 40% 30% 20% 10% 0% a) Career plan b) Flexible Timings c) Not improvement in position (Increase in other benefits) d) Improvement in position

2.How much areYou satisfied with the current job? a) Very high b) Fairely enough c) Moderate d) Very less e) Not at all

60%

50%

40%

30%

20%

10%

0% very high Fairely enough Moderate very less Not at all

3. To what extent do you feel quitting the present job will give you a satisfied job? Very high Fairely enough Moderate Very less Not at all

35% 30% 25% 20% 15% 10% 5% 0% very high Fairely enough Moderate very less Not at all

4.Are you satisfied with the Facilities provided by the organization?

a) Yes b) No

70% 60% 50% 40% 30% 20% 10% 0% Yes No

5.Are you satisfied with the working conditions with in the company?

a) Yes b) N

80% 70% 60% 50% 40% 30% 20% 10% 0% yes no

6.Do you feel that welfare measures provided by the company are satisfied?

a) Yes b) No

70% 60% 50% 40% 30% 20% 10% 0% Yes No

7. Is your work hazardous?

a) Yes b) No

80% 70% 60% 50% 40% 30% 20% 10% 0% Yes No

8. What is the nature of your job?

a) Simple b) Difficult c) Technical

45% 40% 35% 30% 25% 20% 15% 10% 5% 0% simple difficult technical

9.To improve your workplace environment what would you like to see your managers or executives do for you ? a) Better communication c) Show more concern b) Try new things at work d) Listen to your ideas

40% 35% 30% 25% 20% 15% 10% 5% 0% Better communication

Try new things at work Show more concern

Listen to your ideas

10.What could be done to improve retention? a) Better benefits c) Listen to employees grievances
60%

b) Pay more

50%

40%

30%

20%

10%

0% better benefits pay more listen to employees grievances

ANALYSIS & FINDINGS

I have made an effort to analysis the retention system of ABC for keeping in view the policy and objectives defined by HR Department. Though, there are to categories of employees i.e. staff and workers hence different categorization like highly skilled, skilled, semi skilled and unskilled. The best retention strategies and method remains the same. In my view following salient:1 In ABC the manpower planning process insures that it has the right member and right kind of people and at the right time doing the work for which they are economically most useful.

2 The objectives at the spelt out as under: To carry out accurate estimate of the number of employees

To identify skills requirement

The above is in importance with the organization rules.

3 In ABC Ltd man power planning is based on annual requirements and not like other corporate houses where the normal technique for manpower planning about three to five years.

4 The basic aim is being to attract best available manpower in the market and seek widest possible choice in selecting best candidate

5. Based on the requirements the personnel department mainly realize on advertisement consultants or references.

6. The personnel department maintain the check list of requirements of the position based on requisition to furnish by different department by own quartile. 7. The entire data is maintained by personnel department and organization of all activities like recruitment, induction is carried out by personnel department. 8. Though there is no retention strategy in written form in ABC Co Ltd. But certain measures like providing better working environment monetary benefits and medical facilities etc.

9. It has emerged from the records in ABC Company .Ltd. over a period of three years that most of the people leave the company in the staff category i.e. to in managers and above. 10. From the questionnaire part the following conclusion has been made by me

The employees in the ABC Co. Ltd mostly are not very satisfied. From the data collected 60% of the workers want to go for other carrier opportunities due to not improvement in the position where as 28% of the employees fell working environment is good this shows that the most of the employees are not satisfied from there company so most of the employees are willing to shift their job. The employees think that there is less communication between workers and supervisors so they feel that they are only employees but not part of the company they want that there salary should be paid according to work and there work should be appreciated/recognized and the employees want flexible worked hours and more employee participation

However there are two sides of every coin in the same way if the workers are less satisfied that doesnt mean they are very much willing to leave the job. The employees are happy with the benefits provided to them like Medical facilities,ESI leaves, formal family dinners, Low EMI on loans, Scholarship schemes for the wards of the employees. Last but not the least other welfare schemes.

SUGGESTIONS
Having gone through the concept of Retention .I have found that all the aspects have been addressed to in one form or the other but still there is a scope to improve the existing system by incorporating new methods and strategies. I have following suggestions / recommendations to make.

For placing demand of requirements of manpower through advertisement, public consultants. It is suggested that new methods to find out talent / job seekers through internet etc. Personal data bank of ABC Ltd. should be

created so that whenever there is an urgent need of talented employee he / she can be contact immediately.

The form for interview trust should also include two desire columns i.e. high skills and soft skills and interview committee should access the individual keeping in mind organization culture so that culturally fit talent is selected which will go away for long way to ensure retention.

There is a requirement to lay down retention strategy with its objectives well defined. it should written format so that this important aspect is well understood by all employees in true perspective.

 Salaries , bonus , incentives and allowances keep the employees motivated and they are one of the main reasons of retention so the employees should be paid handsome salaries

Company image should be enhanced. Regular events should be organized and other social responsibilities of business should be performed by company from time to time.

CONCLUSION

The retention of required talent is an important aspect to ensure overall development of the organization. Such employees by remain satisfied and committed to their job which enhances the productivity and overall working environment providing and edge in the competitive market. At last we can say that providing the proper facilities to the employee the problem in the organization can be solved and then they definitely stay in their jobs and remain regular in their work. The organization should also provide proper working condition to the workers. When the organization provides such facilities to the employees then the problem of attrition is checked at a large scale.

QUESTIONNAIRE
1. If you look for a new Job, (in a new company) what will be your preference? e) Career plan f) Flexible Timings g) Not improvement in position (Increase in other benefits) h) Improvement in position

2.How much areYou satisfied with the current job? f) Very high g) Fairely enough h) Moderate i) Very less j) Not at all 3.To what extent do you feel quitting the present job will give you a satisfied job? Very high Fairely enough Moderate Very less Not at all

4.Are you satisfied with the Facilities provided by the organization?

c) Yes d) No

5.Are you satisfied with the working conditions with in the company?

c) Yes d) N

6.Do you feel that welfare measures provided by the company are satisfied?

c) Yes d) No

7.Is your work hazardous?

a) Yes b) No

8.What is the nature of your job?

a) Simple b) Difficult c) Technical

9.To improve your workplace environment what would you like to see your managers or executives do for you ?

a) Better communication b) Try new things at work c) Show more concern d) Listen to your ideas

10.What could be done to improve retention? a) Better benefits b) Pay more c) Listen to employees grievances

BIBLIOGRAPHY

www.amritbanaspati.com www.naukrihub.com www.wikipedia.com

Shashi K Gupta and Rosy Joshi,

Organizational behavior

1. 1.

TEXTS CONCERNED Habra 2. Human Resources Management

SEARCH FROM INTERNET

a)

www.naukrihub.com

b) www.ehow.com c) www.allbusiness.com d) www.amritbanaspati.com

3.

DATA PROVIDED BY INSTRUCTORS

1. 2.

Mr. Sander Sharma Mr. Seta Ram

4.

DISCUSSION WITH WORKERS