INTRODUCTION

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 MOTIVATION

The term ‘motivation’ has been derived from the word ‘motive’. Motive may be defined

as an inner state of our mind that activates and directs our behavior. It makes us move to

act. It is always internal to us and is externalized via our behavior. Motivation is one’s

willingness to exert efforts towards the accomplishment of his/her goal. Let us consider a

few important definitions on motivation that will help us understand the meaning of

motivation more clearly.

According to Fred Luthans defined motivation as a “process that starts with a

physiological or psychological deficiency or need that activates behaviour or a drive that

is aimed at a goal or incentive”.

According to Stephen P. Robbins “motivation is the willingness to exert high levels of

efforts toward organizational goals, conditioned by the effort ability to satisfy some

individual need”.

In the opinion of Gray and Starke “motivation is the result of processes, internal or

external to the individual, that arouse enthusiasm and persistence to pursue a certain

course of action”.

After going through the above definitions, motivation can be defined very simply as the

willingness to exert towards the accomplishment of goal or need.

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 Motivation Cycle or Process

As stated earlier, motivation is a process or cycle aimed at accomplishing some goals.

The basic elements included in the process are motives, goals and behavior. A brief

mention of these follows:

Motives

Almost all human behaviour is motivated. It requires no motivation to grow hair, but
getting a haircut does. Motives prompt people to action. Hence, these are at the very heart

of motivational process. Motives provide an activating thrust towards reaching a goal.

The examples of the needs for food and water are translated into the hunger and thrust

drives or motives. Similarly, the need for friends becomes a motive for affiliation.

Goals

Motives are generally directed towards goals. Motives generally create a state of

physiological or psychological imbalance. Attaining goals restores balance. For example,

a goal exists when the body of the man is deprived of food or water or one’s personality

is deprived of friends or companions.

Behaviour

Behaviour is a series of activities to be undertaken. Behaviour is directed to achieve a

goal. For example, the man goes to saloon to cut his hair.

Motivation cycle is a transition of states within an organism that propels the organism

toward the satisfaction of a particular need, where motivation itself is considered a

hypothesized state. Psychologists use the concept of need to describe the motivational
properties of behavior.

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 Fig. 1.1: Motivational Cycle

The state of motivation is further comprised of four different states, which takes place in

an organism to drive him towards each action. Each action is first initiated because of a

particular need. The need drives the person into taking actions. Positive results, caused

due to the actions, further acts as an incentive motivating a person towards the goal. But

the individual can never stop after achieving a certain goal, and this phenomenon

continues on and on. This phenomenon has been termed as Motivational Cycle.

Need

A need is lack or deficit of some necessity. It’s a state of physical deprivation that causes
tension within an organism. The tension caused when the organism is deprived of basic
necessities of life as food, water, and sleep, causes the internal environment of an
organism to be imbalanced. The imbalance caused by the need arouses the organism to
maintain its balance. For any goal directed behavior, need is the first condition or
stimulating factor.

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Drive

Need leads to drive, which is the second step towards achieving goal. Drive can be
defined as the state of tension or arousal produced by need. The drive can also be
considered as the original source of energy that activates an organism. For instance, when
an organism is hungry and/or thirsty, the organism seeks to reduce this drive by eating
and/or drinking.

Drive acts as a strong persistent stimulus to push an organism towards its goal. It is the
state of heightened tension leading to restless activity and preparatory behavior.

Incentive

The object of the environment that activates, directs, and maintains behavior is called
incentive. It can be anything as long as it has either positive or negative value in
motivating behavior.

The incentive theory rests on the assumption that the behaving organism is well aware of
his actions and the consequences received as a result. The theory also understands
incentives as the motivation, which a person has to achieve any particular goal object.
The motivated behavior is directed towards incentive and getting closer to the incentive
provides satisfaction of the aroused drive.

For example: behavior like eating food is an incentive that reduces the drive of the person
caused by the need to fulfill his hunger. The reduction of behavior then cuts off and
restores balance in an organism.

According to Hilgard,

The incentive is something in the external environment that satisfies the need and thus
reduces the drive through consummative activity.

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Goal

The reduction of tension in the body can be considered as the goal of any motivated
behavior. Let’s go back to the example of a hungry man. A hungry man eats food, and his
body restores to a balanced condition. This then reduces the tension. This reduction of
tension as a result of an energized activity is called goal. Once the goal has been
completed, the organism is again ready for another goal-motivated behavior.

Goals might be both positive or negative. Positive goals are the ones that an organism
tries to attain, such as sexual companionship, food, victory etc. negative goals are the
ones that an organism tries to escape from or avoid, such as embarrassing situations,
punishments

These four steps continue on and on throughout the life-course of an organism. Because
the needs are never ending, it leads to drive, which then lead to incentive and the goal.

For Example: The motivational cycle of the hungry man is over once when he eats and
the goal is satisfied. But the cycle will restart once the man gets hungry again. The cycle
goes on and on only to end at the demise of an organism, at which point, the needs
permanently stop. Motivational cycle means that behavior goes on in a sequence. Often
times, a single motivated behavior can also fulfill multiple needs.

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 Importance of Motivation

1. Organizations are run by people. Hence, mangers cannot afford to avoid a concern with

human behavior at work. This is because the motivated employees are more productive

and quality- conscious than apathetic ones.

2. Motivation as a pervasive concept affects and is also affected by a host of factors in the

organizational milieu. It enables managers to understand why people behave as they

behave.

3. Organizational effectiveness becomes, to some extent, the question of management’s

ability to motivate its employees. Hence, an appreciation of motivation helps the

managers how to motivate their employees.

4. Machines become necessary in case of complex technology. However, these remain

inefficient vehicles of effective and efficient operations without man to operate them.

Therefore, organizations need to have employees with required capability and willingness

to use the advanced complex technology to achieve the organizational goal.

5. With the realization that organizations will run in more complex milieu in future, an

increasing attention has been given to develop employees as future resources. This

facilitates the managers to draw upon them as and when organizations grow and develop.

Many people incorrectly view motivation as a personal trait—that is, some people have
it, and others don’t. But motivation is defined as the force that causes an individual to
behave in a specific way. Simply put, a highly motivated person works hard at a job; an
unmotivated person does not. Managers often have difficulty motivating employees. But
motivation is really an internal process. It’s the result of the interaction of a person’s
needs, his or her ability to make choices about how to meet those needs, and the
environment created by management that allows these needs to be met and the choices to
be made. Motivation is not something that a manager can “do” to a person.

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Motivation is defined as inner burning passion caused by need, wants and desire which
propels an individual to exert his physical and mental energy to achieve desired objective.

Motivational Strategies: -

To some extent, a high level of employee motivation is derived from effective

management practices. To develop motivated employees, a manager must treat people as
individuals, empower workers, provide an effective reward system, redesign jobs, and
create a flexible workplace. These are as follows: -

1. Empowering employees

Empowerment occurs when individuals in an organization are given autonomy, authority,

trust, and encouragement to accomplish a task. Empowerment is designed to unshackle
the worker and to make a job the worker’s responsibility.

In an attempt to empower and to change some of the old bureaucratic ideas, managers are
promoting corporate entrepreneurships. Entrepreneurship encourages employees to
pursue new ideas and gives them the authority to promote those ideas. Obviously,
entrepreneurship is not for the timid, because old structures and processes are turned
upside down.

2. Providing an effective reward system

Managers often use rewards to reinforce employee behavior that they want to continue. A
reward is a work outcome of positive value to the individual. Organizations are rich in
rewards for people whose performance accomplishments help meet organizational
objectives.

People receive rewards in one of the following two ways:

 Extrinsic rewards are externally administered. They are valued outcomes given to
someone by another person, typically a supervisor or higher-level manager.
Common workplace examples are pay bonuses, promotions, time off, special

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 assignments, office fixtures, awards, verbal praise, and so on. In all cases, the
motivational stimulus of extrinsic rewards originates outside the individual.
 Intrinsic rewards are self-administered. Think of the “natural high” a person may
experience after completing a job. That person feels good because she has a
feeling of competency, personal development, and self-control over her work. In
contrast to extrinsic rewards, the motivational stimulus of intrinsic rewards is
internal and doesn’t depend on the actions of other people.

To motivate behavior, the organization needs to provide an effective reward system. An

effective reward system has four elements:

 Rewards need to satisfy the basic needs of all employees.

 Rewards need to be included in the system and be comparable to ones offered by
a competitive organization in the same area.

 Rewards need to be available to people in the same positions and be distributed

fairly and equitably.

 The overall reward system needs to be multifaceted. Because all people are
different, managers must provide a range of rewards—pay, time off, recognition,
or promotion. In addition, managers should provide several different ways to earn
these rewards.

This last point is worth noting. With the widely developing trend toward empowerment in
American industry, many employees and employers are beginning to view traditional pay
systems as inadequate. In a traditional system, people are paid according to the positions
they hold, not the contributions they make. As organizations adopt approaches built upon
teams, customer satisfaction, and empowerment, workers need to be paid differently.
Many companies have already responded by designing numerous pay plans, designed by
employee design teams, which base rewards on skill levels.

Rewards demonstrate to employees that their behavior is appropriate and should be

repeated. If employees don’t feel that their work is valued, their motivation will decline.

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3. Redesigning jobs

Many people go to work every day and go through the same, unenthusiastic actions to
perform their jobs. These individuals often refer to this condition as burnout. But smart
managers can do something to improve this condition before an employee becomes bored
and loses motivation. The concept of job redesign, which requires a knowledge of and
concern for the human qualities people bring with them to the organization, applies
motivational theories to the structure of work for improving productivity and satisfaction.

When redesigning jobs, managers look at both job scope and job depth. Redesign
attempts may include the following:

 Job enlargement. Often referred to as horizontal job loading, job enlargement

increases the variety of tasks a job includes. Although it doesn’t increase the
quality or the challenge of those tasks, job enlargement may reduce some of the
monotony, and as an employee’s boredom decreases, his or her work quality
generally increases.
 Job rotation. This practice assigns people to different jobs or tasks to different
people on a temporary basis. The idea is to add variety and to expose people to the
dependence that one job has on other jobs. Job rotation can encourage higher
levels of contributions and renew interest and enthusiasm. The organization
benefits from a cross-trained workforce.

 Job enrichment. Also called vertical job loading, this application includes not only
an increased variety of tasks, but also provides an employee with more
responsibility and authority. If the skills required to do the job are skills that
match the jobholder’s abilities, job enrichment may improve morale and
performance.

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4. Creating flexibility

Today’s employees’ value personal time. Because of family needs, a traditional nine-to-
five workday may not work for many people.

Therefore, flextime, which permits employees to set and control their own work hours, is
one way that organizations are accommodating their employees’ needs. Here are some
other options organizations are trying as well:

 A compressed workweek is a form of flextime that allows a full-time job to be

completed in less than the standard 40-hour, five-day workweek. Its most
common form is the 4/40 schedule, which gives employees three days off each
week. This schedule benefits the individual through more leisure time and lower
commuting costs. The organization should benefit through lower absenteeism and
improved performance. Of course, the danger in this type of scheduling is the
possibility of increased fatigue.
 Job sharing or twinning occurs when one full-time job is split between two or
more persons. Job sharing often involves each person working one-half day, but it
can also be done on weekly or monthly sharing arrangements. When jobs can be
split and shared, organizations can benefit by employing talented people who
would otherwise be unable to work full-time. The qualified employee who is also
a parent may not want to be in the office for a full day but may be willing to work
a half-day. Although adjustment problems sometimes occur, the arrangement can
be good for all concerned.

 Telecommuting, sometimes called flexplace, is a work arrangement that allows at

least a portion of scheduled work hours to be completed outside of the office, with
work-at-home as one of the options. Telecommuting frees the jobholder from
needing to work fixed hours, wearing special work attire, enduring the normal
constraints of commuting, and having direct contact with supervisors. Home
workers often demonstrate increased productivity, report fewer distractions, enjoy

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 the freedom to be their own boss, and appreciate the benefit of having more time
for themselves.

 Of course, when there are positives, there are also negatives. Many home workers
feel that they work too much and are isolated from their family and friends. In
addition to the feelings of isolation, many employees feel that the lack of visibility
at the office may result in the loss of promotions.

Motivation Theories

Individual Needs

Motivation is a complex phenomenon. Several theories attempt to explain how

motivation works. In management circles, probably the most popular explanations of
motivation are based on the needs of the individual.

The basic needs model, referred to as content theory of motivation, highlights the specific
factors that motivate an individual. Although these factors are found within an individual,
things outside the individual can affect him or her as well.

In short, all people have needs that they want satisfied. Some are primary needs, such as
those for food, sleep, and water—needs that deal with the physical aspects of behavior
and are considered unlearned. These needs are biological in nature and relatively stable.
Their influences on behavior are usually obvious and hence easy to identify.

Secondary needs, on the other hand, are psychological, which means that they are learned
primarily through experience. These needs vary significantly by culture and by
individual. Secondary needs consist of internal states, such as the desire for power,
achievement, and love. Identifying and interpreting these needs is more difficult because
they are demonstrated in a variety of ways. Secondary needs are responsible for most of
the behavior that a supervisor is concerned with and for the rewards a person seeks in an
organization.

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Several theorists, including Abraham Maslow, Frederick Herzberg, David McClelland,
and Clayton Alderfer, have provided theories to help explain needs as a source of
motivation.

1. Abraham Maslow’s hierarchy of needs theory: -

Abraham Maslow defined need as a physiological or psychological deficiency that a

person feels the compulsion to satisfy. This need can create tensions that can influence a
person’s work attitudes and behaviors. Maslow formed a theory based on his definition of
need that proposes that humans are motivated by multiple needs and that these needs
exist in a hierarchical order. His premise is that only an unsatisfied need can influence
behavior; a satisfied need is not a motivator.

Maslow’s theory is based on the following two principles:

 Deficit principle: A satisfied need no longer motivates behavior because people

act to satisfy deprived needs.
 Progression principle: The five needs he identified exist in a hierarchy, which
means that a need at any level only comes into play after a lower-level need has
been satisfied.

In his theory, Maslow identified five levels of human needs. These five levels and
provides suggestions for satisfying each need.

Although research has not verified the strict deficit and progression principles of
Maslow’s theory, his ideas can help managers understand and satisfy the needs of
employees.

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 Table no. 1.1. Maslow’s Hierarchy of Human Needs

Higher Level Needs To Satisfy, Offer:

Self-actualization needs Creative and challenging work

Participation in decision making

Job flexibility and autonomy

Esteem needs Responsibility of an important job

Promotion to higher status job

Praise and recognition from boss

Lower Level Needs To Satisfy, Offer:

Social needs Friendly coworkers

Interaction with customers

Pleasant supervisor

Safety needs Safe working conditions

Job security

Base compensation and benefits

Physiological needs Rest and refreshment breaks

Physical comfort on the job

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 Higher Level Needs To Satisfy, Offer:

Reasonable work hours

2. Herzberg’s two-factor theory: -

Frederick Herzberg offers another framework for understanding the motivational

implications of work environments.

In his two-factor theory, Herzberg identifies two sets of factors that impact motivation in
the workplace:

 Hygiene factors include salary, job security, working conditions, organizational

policies, and technical quality of supervision. Although these factors do not
motivate employees, they can cause dissatisfaction if they are missing. Something
as simple as adding music to the office place or implementing a no-smoking
policy can make people less dissatisfied with these aspects of their work.
However, these improvements in hygiene factors do not necessarily increase
satisfaction.
 Satisfiers or motivators include such things as responsibility, achievement, growth
opportunities, and feelings of recognition, and are the key to job satisfaction and
motivation. For example, managers can find out what people really do in their
jobs and make improvements, thus increasing job satisfaction and performance.

Following Herzberg’s two-factor theory, managers need to ensure that hygiene factors are
adequate and then build satisfiers into jobs.

Motivation Theories: - Behavior

Process theories explain how workers select behavioral actions to meet their needs and
determine their choices. The following theories each offer advice and insight on how
people actually make choices to work hard or not work hard based on their individual
preferences, the available rewards, and the possible work outcome.

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1. Equity theory: -

According to the equity theory, based on the work of J. Stacy Adams, workers compare
the reward potential to the effort they must expend. Equity exists when workers perceive
that rewards equal efforts.

Fig. 1.2: The Equity

Theory.

But employees just don’t look at their potential rewards, they look at the rewards of
others as well. Inequities occur when people feel that their rewards are inferior to the
rewards offered to other persons sharing the same workloads.

Employees who feel they are being treated inequitably may exhibit the following
behaviors:

 Put less effort into their jobs

 Ask for better treatment and/or rewards

 Find ways to make their work seem better by comparison

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  Transfer or quit their jobs

The equity theory makes a good point: People behave according to their perceptions.
What a manager thinks are irrelevant to an employee because the real issue is the way an
employee perceives his or her situation. Rewards perceived as equitable should have
positive results on job satisfaction and performance; those rewards perceived as
inequitable may create job dissatisfaction and cause performance problems.

Every manager needs to ensure that any negative consequences from equity comparisons
are avoided, or at least minimized, when rewards are allocated. Informed managers
anticipate perceived negative inequities when especially visible rewards, such as pay
increases or promotions, are allocated. Instead of letting equity concerns get out of hand,
these managers carefully communicate the intended values of rewards being given,
clarify the performance appraisals upon which these rewards are based, and suggest
appropriate comparison points.

2. Expectancy Theory: -

Victor Vroom introduced one of the most widely accepted explanations of motivation.
Very simply, the expectancy theory says that an employee will be motivated to exert a
high level of effort when he or she believes that:

1. Effort will lead to a good performance appraisal.

2. A good appraisal will lead to organizational rewards.

3. The organizational rewards will satisfy his or her personal goals.

The key to the expectancy theory is an understanding of an individual’s goals and the
relationships between effort and performance, between performance and rewards, and
finally, between the rewards and individual goal satisfaction. When an employee has a
high level of expectancy and the reward is attractive, motivation is usually high.

Therefore, to motivate workers, managers must strengthen workers’ perceptions of their

efforts as both possible and worthwhile, clarify expectations of performances, tie rewards
to performances, and make sure that rewards are desirable.

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3. Reinforcement Theory: -

The reinforcement theory, based on E. L. Thorndike’s law of effect, simply looks at the
relationship between behavior and its consequences. This theory focuses on modifying an
employee’s on-the-job behavior through the appropriate use of one of the following four
techniques:

 Positive reinforcement rewards desirable behavior. Positive reinforcement, such

as a pay raise or promotion, is provided as a reward for positive behavior with the
intention of increasing the probability that the desired behavior will be repeated.
 Avoidance is an attempt to show an employee what the consequences of improper
behavior will be. If an employee does not engage in improper behavior, he or she
will not experience the consequence.

 Extinction is basically ignoring the behavior of a subordinate and not providing

either positive or negative reinforcement. Classroom teachers often use this
technique when they ignore students who are “acting out” to get attention. This
technique should only be used when the supervisor perceives the behavior as
temporary, not typical, and not serious.

 Punishment (threats, docking pay, suspension) is an attempt to decrease the

likelihood of a behavior recurring by applying negative consequences.

The reinforcement theory has the following implications for management:

 Learning what is acceptable to the organization influences motivated behavior.

 Managers who are trying to motivate their employees should be sure to tell
individuals what they are doing wrong and be careful not to reward all individuals
at the same time.

 Managers must tell individuals what they can do to receive positive

reinforcement.

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  Managers must be sure to administer the reinforcement as closely as possible to
the occurrence of the behaviour.

4. Goal-setting Theory: -

The goal-setting theory, introduced in the late 1960s by Edwin Locke, proposed that
intentions to work toward a goal are a major source of work motivation. Goals, in
essence, tell employees what needs to be done and how much effort should be expanded.
In general, the more difficult the goal, the higher the level of performance expected.

Managers can set the goals for their employees, or employees and managers can develop
goals together. One advantage of employees participating in goal setting is that they may
be more likely to work toward a goal they helped develop.

No matter who sets the goal, however, employees do better when they get feedback on
their progress. In addition to feedback, four other factors influence the goals-performance
relationship:

 The employee must be committed to the goal.

 The employee must believe that he is capable of performing the task.

 Tasks involved in achieving the goal should be simple, familiar, and independent.

 The goal-setting theory is culture bound and is popular in North American

cultures.

If the goal-setting theory is followed, managers need to work with their employees in
determining goal objectives in order to provide targets for motivation. In addition, the
goals that are established should be specific rather than general in nature, and managers
must provide feedback on performance.

Characteristics of Motivation: -

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1. Effort: - Hard work and more effort usually reflect high motivation.

2. Persistence: - It is permanent and continuously goal directed so that higher and

higher goal can be achieved.

3. Directed: - All efforts are to be directed towards the organizational goal

Note: -

In this study, we come to know that how Sarvodaya Hospital motivates their employees
and how strategies are important and helpful to them to have better performance
from their employees.

COMPANY PROFILE
Sarvodaya Hospital & Research Centre is amongst the finest medical institutions in
Faridabad. Spread across 4.25 acres, the hospital houses state-of-the-art facilities
including 250 beds, 65 ICU beds, 6 operation theatres, and a floor-based Cath Lab. With
its motto of 'Cure Care' and dedicated team, Sarvodaya delivers super specialty services
across a gamut of disciplines.

SHRC Sector-8: Sarvodaya Hospital & Research Centre is a dream project of Chairman,
Dr. Rakesh Gupta which got inaugurated in Aug 2008. Hospital has:

• 300 beds
• Multi Super Specialty & Tertiary Facilities
• NABH & NABL Accreditation
• 4.5 acres of land

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 • Team of Qualified, Trained & Patient Friendly doctors, nurses, and patient care
executives
• Practice of regular education and health Camps for society.

Chairman’s Message:
A good organization is always an excellent mix of experienced, multi-talented staff and a
dynamic enterprising management. To excel our efforts, we welcome you all to join this
momentum of Commitment and dedication at Sarvodaya Hospital. You have been chosen
very carefully and you are the most important resource of the organization. We hope you
will go that extra mile and make our organization compassionate.

The Sarvodaya Philosophy

Sarvodaya Hospital is driven by the philosophy - “Sarve Santu Nirmaya – Health for
All”. Our driving goal, since inception, has been to evolve into a Centre of Excellence
that's driven by life-giving innovations, testified by the finest quality benchmarks in the
land, and fueled by a passion for representing the 'Care' in 'Healthcare'.

Where We Are Coming From

All great journeys happen for a reason. The Sarvodaya journey began with a simple, yet
powerful, conviction Everyone - no matter what the means or background – has a right to
quality healthcare. Over time, our relentless evolution has been the outcome of our desire
to see people get back on their feet, fast. And, in the process, see Sarvodaya scale the next
level of excellence.

A humble clinic in sector 16, Faridabad, had set us off on a life-altering journey. To take
better care of our patients, we added 5 beds in 1991. As the flow of patients grew, we
started with 30 beds in our sector 19 clinic, soon adding a building. By 2000, Sarvodaya
had grown to a 75bed hospital with an ICU. The year 2000 also witnessed the launch of
our 'Life on Wheels' ambulance service to serve patients in faraway corners better. The
very next year, we launched Sarvodaya Nursing Institute. 200 more beds were added in
sector 8, Faridabad. Quality certifications like NABH and NABL followed in 2011. Our
next milestone, Sarvodaya Health Clinic (Sai Dham) went operational in the Greater

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 Faridabad area in 2014. And the Sarvodaya Institute of Allied Health Sciences was
launched in the same year to impart paramedical training.

Yes, we have come a long way since the humble clinic was first set-up in sector 16 of
Faridabad. And yet, our journey is just beginning.

Here's what have we achieved so far

 Thousands of lives saved
 Countless smiles delivered on the faces of our patients and their families
 Blending experience, technology and innovation deliver medical excellence
 Integration of super specialty healthcare services
 Bringing affordable medical services to the people

Sarvodaya Today

Sarvodaya Hospital, over the years, has grown into a 'center of excellence', commanding
the respect of its peers, the trust of its patients and complete commitment of its team.
Today – with a capacity of over 300 beds, a fully operational super-specialty wing, a
gamut of world class services and facilities, proactive stress of cutting-edge R&D and
continuous learning, and a professional team focused on delivering exceptional care with
a personal touch - we are amongst the finest health care destinations in Delhi NCR, and
certainly the most preferred in Faridabad.

The Road Ahead

We at Sarvodaya have been updating ourselves with the latest advancements in the
healthcare sector and for the same we have been continuously upgrading our technology
to provide better medical services to our patients and further improve the experience
during their stay at our hospital.

MISSION: A three tier system to provide ‘primary, secondary & tertiary medical care’ in
line with our hospital’s philosophy- ‘Good health to all’, at an affordable cost, building a
healthcare facility with medical excellence & a committed, dedicated & contented
workforce”.

VISION: “To Position the Group as Healthcare leader; providing all levels of quality

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 based medical services with a focus on affordability and medical excellence”

Caring
 For our patients
 For our community
 For each other

Learning
 From others, and sharing our knowledge
 To be a part of a committed team

Leading
 To be flexible and adaptive
 By motivating others

QUALITY POLICY
Hospital is committed to serve the humanity by providing its specialized medical services
at reasonable cost to its ailing patients, to enhance their health and satisfying them by
meeting their needs and expectations with adherence to statutory regulation through
continuous improvement in its services. With involvement of all level of its employees.

ABOUT THE GROUP

EE
Anshu Hospitals
Limited

Healthcare
Service Healthcare Healthcare
Pharmacy Education
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 Sector 19
SGM
SNI
SHRC
Sec - 8
TGL
SIAHS
Sai
Dham

Palwal
Fig: 1.3. Group Hierarchy

FACILITY LAYOUT (SHRC)

Table no. 1.2: Facility Layout

Lab Services, Blood Bank, Laundry, CSSD, Maintenance, Biomedical,

Security Control Room, Store, Purchase, Pharmacy (IPD), HR, Finance,
BASEMENT Marketing and Branding, Billing, Quality, Housekeeping and Linen,
Physiotherapy, Mortuary, MRD, Staff Cafe & Sarvodaya Nursing
Institute

OPD Block, OPD Pharmacy, Emergency, Day Care, Reception,

GROUND FLOOR Diagnostics (X-Ray, Ct-Scan, MRI, Mammography, Ultrasound, PFT,
Neuro Lab, NIC Lab), Admin Block, Dialysis, Dietitics, Endoscopy.

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 O.T. Complex, Cardiac OT, Cath Lab, ICU, HDU, Labor Room,
FIRST FLOOR
Recovery, NICU, SICU.

SECOND FLOOR General ward & Deluxe ward

THIRD FLOOR Economy Ward, Vidya Wing, Shri wing and Patient’s Kitchen

SUPPORT SERVICES

Fig: 1.4. Support Services

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LABORATORY: Hematology, Serology, Immunology, Biochemistry, Microbiology, His
pathology, Cytology.

DIAGNOSTIC SERVICES

• Capsule Endoscopy
• UGIE
• Colonoscopy
• Clpo-hystoscopy
• Cyst URS
• Urodynamic& Uroflowmetry
• Electrophysiology Lab
• ECG
• Neurophysiology Lab
• Pulmonology
• Bronchoscopy

EDUCATIONAL SERVICES
Under the aegis of SNI and SIAHS
Table no.-1.3: Educational Services

S.NO. EDUCATIONAL SERVICES

1. GNM

2. ANM

Certification course in Critical Care in association with Indian College of

3.
Critical Care Medicine

4. Certificate Course in Evidence Based Diabetes Management (CCEBDM)

5. AHA Certified courses in ACLS & BLS in association with IIEMS

Courses for EMT Technician & General Duty Assistant in association with
6.
HSSC.

7. Certification courses by SIAHS for:

26
 a. OT Technician, Dialysis Technician & Cath-Lab technician
Diploma Courses in association with NIMS, Jaipur in:
8.
a. DMLT & DRT

Other Services:
Be it personalized attention or a range of thoughtful conveniences, we go to great lengths
to ensure our international patients feel at home in India. Our services include -

 Appointment Scheduling
 Treatment packages
 Visa Assistance
 Pick and drop facility from/to the Airport
 Admission in the hospital
 Registration with foreigners Regional Registration office
 Foreign exchange facility
 Hotel/Guest House reservations, if needed
 Express check-in through our dedicated
 International Patient's Lounge
 Language interpreters
 Customized diet for patient and attendants
 Laundry Services
 Newspapers and Wi-Fi/ internet service in the room
 International executive for all medical and non-medical needs
 Concierge for dining, entertainment, etc.
 Accommodation and travel arrangements post discharge
 Tele-consults post discharge
 Prayer room
 Follow up assistance for future appointment scheduling after discharge

27
HISTORY OF SARVODAYA HOSPITAL

Fig: 1.5. History of Sarvodaya Hospital

28
 KEY PEOPLE OF SARVODAYA
 Dr. Rakesh Gupta (Chairman)
 Mrs Anshu Gupta (Managing Director)
 Dr. Saurabh Gahlote (Medical Administration)
 Mr. Amit Aggarwal (Head Strategy and New Iniatives)
 Mr. Vijay Gera (Legal head and Manager HR)
 Mr. Ashish Aggarwal (Head Finance)
 Mr. Karan Vijhani (CFO)
 Dr. Manoj Malik (Head billing)
 Mr. Pranav Malik (Head Business Development)
 Mr Rajesh Vasisth (Branding Manager)

OBJECTIVES
OF THE STUDY
29
 Objectives of the study

Following are the main objectives of the study:

 To know how Sarvodaya Hospital motivate its employees.

 To study the impact of motivation on employee’s performance.

 To study the perception of employees towards the various motivational strategies.

 To find out the effective motivational strategies.

30
RESEARCH

31
 METHODOLOGY

Research Methodology
For understanding our study very firstly we should understand that what are the various
methods which are generally being used to do a research work, and then we will relate
our research with the one type which is of its kind.

But before relating the research and understanding it we should have little knowledge of
“Research” indeed.

32
Research in common meaning refers to a search for knowledge. If we define research
properly then it would be like “It is a scientific and systematic search for pertinent
information on a specific topic”. Still some people consider research as a Movement, the
movement from known to unknown. All of us posses some amount of inquisitiveness in
our self, and it is this inquisitiveness that make all of us to get known with the things
which are unknown to us.

Research is an academic activity, which help us to get familiar with the basic things of
the findings and spread the knowledge so that all can be benefited from it. In short, the
search for knowledge through objectives and systematic method of finding solution to a
problem is research. The systematic approach concerning generalization and the
formulation of a theory is also Research.

The main aim of research is to find out the truth which is hidden and which has not been
discovered as yet. Though each research study has its own specific purpose, we may
think of research objectives as falling into a number of following broad groupings:

1 To gain familiarity with a phenomenon or to achieve new insights into it.

2 To portray accurately the characteristics of a particular individual, situation or a

group.

3 To determine the frequency with which something occurs or with which it is

associated with something else.

4 To test a hypothesis of a casual relationship between variables.

However, this is not an exhaustive list of factors motivating people to undertake research
studies. Many more factors such as directives of government, employment conditions,
curiosity about new things, desire to understand casual relationships, social thinking and

33
awakening, and the like may as well motivate people to perform research operations.
Now as we know that what are the various objectives behind the research work, we
should also understand that what the type of research work is, that is being done by us
and categories our lies in which category.

RESEARCH METHODOLOGY

 Firstly, I have chosen the topic of my interest as it will increase my view on

working of the organization.

 After I visited company’s office and met with the executives over there.

 Thirdly I made them understood what I am trying and in what prospect I wanted
their help.

34
  After this they told me what methods they are using for the performance
appraisal, it was the rough idea they provided me as their company rules don’t
allow them to reveal their policies.

 After that I came in contact with some people working for the organization and
going through those appraisals.

 I saw the forms which they are supposed to fill during the appraisal process.

 On the basis of the information got and gathered I made the project report.

The basic types of research work under which, we can be say our project lie is:

 Descriptive Research – This research includes surveys and fact findings enquiries
of different kind. The basic purpose of this type of research is that it describes the
state of affairs in current scenario. It is being generally used in social sciences and
business research.

Often a term is used to describe the descriptive research studies that is “Ex post Facto”.
The main characteristics of this method are that researcher has no control over the
variables; he can only report what happened or what is happening. The method used in
this type of research is survey methods including comparative and co relational methods.

It is also a diagnostic research in which we see and identify the facts as they are presently
viewed and also in the manner in which they could be made better.
It’s like the comparison for betterment, as new ideas will be suggested.
Research Approach:
Approach is associated with the research is qualitative one as in this we are concerned
with subjective assessment of attitudes, opinions and behavior.

The need of data collection comes out after a research problem is being defined. While
collecting data for the research or for the study, the researcher should keep in mind two
types of data viz., Primary and Secondary.

35
The Primary Data are those which are collected afresh and for the first time, and thus
happen to be original in character.

The Secondary Data, on the other hand, are those which have already been collected by
someone else and which have already been passed through the statistical process. The
researcher has to decide which sort of data he would be using for his/her study and
accordingly he will have to select one or other method of data collection.

With the differentiation of primary and secondary other method can also be applied like
Formal Information sources and Informal Information Sources.

Now we can discuss each kind with the help of examples and findings:

1. Formal Information Sources – These are the sources of information which are
authentic and reliable, obtained through a proper channel in the organization by
adhering to a systematic and structured procedure.
For Example:
Through company manuals, journals, brochures and any other published material like
balance sheets, annual reports, articles etc.
 Questionnaire
 Personal Interview and Mails etc
 Through the Company Person

2. Informal Information Sources - These are the sources of information which are
obtained through our interpersonal relationships with the employees of the
company.
For Example:
 Employees of the same department.
 External stakeholders involved in the Company like Existing Clients
3. Primary Data – Data which is collected for the first time for a specific purpose is

36
 generally known as Primary data.
For Example:
 Questionnaire
 Personal Interview
 E- mail
 Telephone Enquiry
 Feedback Form

4. Secondary Data – Data which is collected for some other purpose but which can
be used either partially or fully for the present study is known as Secondary data.
For Examples:
 Published Articles
 Annual reports of company like annual sales report, annual finance
report and annual marketing report
 Reports of different types of Governmental and non- governmental
agencies
 Internet

Data are bricks with which the researcher has to make a house. While the quality of

research finding depends on data, the adequacy of appropriate data intern depends

upon proper method of data collection. It is an elaborate process in which the

researcher makes the plan research for all relevant data.

There are mainly two types of data collection:

 Primary

 Secondary

Primary data includes

 Interview

37
  Observation

 Questionnaire

Secondary data includes

Already collected information, it can either be internal or external. Some time it is of

sufficient for solving the problems. It can be collected through magazines, journals etc.

In my project here, I used primary data and secondary data.

Sample Size – 100

SAMPLE PROFILE

Table 3.1: Indicating the Gender of the respondents in percentage

Gender Frequency Percentage
Male 72 72%
Female 28 28%
Total 100 100%

Table 3.1 indicates that majority of the respondents were male. 28% were female and
72% were male respondents.

Table 3.2: Indicating the Age of the respondents in percentage

Age Frequency Percentage
Below 35 years 75 75%
35-45yrs 15 15%
46-55yrs 5 5%
56 and above years 5 5%
Total 100 100%

Table 3.2 indicates that most of the respondents were in the age-group of below 35 years
(75%), followed by 35 - 45 years (15%), 46 - 55 years (5%), and 56 and above years
(5%).
Table 3.3: Indicating the educational qualifications of the respondents in
percentage
Education Frequency Percentage
Graduate 65 65%
Post Graduate 20 20%

38
 Professional Qualification 10 10%
Others 5 5%
Total 100 100%

Table 3.3 indicates that most respondents had bachelor’s degree in various disciplines.
Majority of the respondents were graduate (65%) followed by post graduate (20%),
professional qualifications (10%), and others qualification like certificate, diploma, and
degree outside the formal educational structure.

Table 3.4: Indicating the marital status of the respondents in percentage

Marital Status Frequency Percentage
Married 15 15%
Single 80 80%
Others 5 5%
Total 100 100%

Table 3.4 indicates that majority of the respondents had single marital status. The
maximum was in the group of single (80%), followed by married (15%), and others like
divorcees.

Table 3.5: Indicating the level of management from where respondents were
drawn from in percentage
Management Level Frequency Percentage
Entry Level Management 65 65%
Middle Level Management 10 10%
Senior Level Management 25 25%
Total 100 100%

Table 3.5 indicates that most respondents were from the entry level management (65%),
followed by senior management (25%), and least were from middle management (10%).

Table 3.6: Indicating the total years of work experience of the

respondents in percentage
Work Experience Frequency Percentage
2 years and below 15 15%
2-5yrs 45 45%
5-10yrs 25 25%
10-15yrs 10 10%
15-20yrs 3 3%

39
 Above 20yrs 2 2%
Total 100 100%

Table 3.6 indicates that majority of the respondents had 2-5 years of work experience.
The work experience of the responders shows that most responders had 2-5 years (45%)
experience followed by 5-10 years (25%), 10-15 years (10%), 15-20 years (3%) and
above 20 years (2%).

The Demographic Profile

Demographics are characteristics of a population. Characteristics such as race, ethnicity,
gender, age, education, profession, occupation, income level, and marital status, are all
typical examples of demographics that are used in surveys.
Table 3.7: Demographic Profile

40
Variables Category N Percentage

Male 72 72%
Experience
Female 28 28%

Below 35 years 75 75%

Age
35-45yrs 15 15%
46-55yrs 5 5%
56 and above years 5 5%

Graduate 65 65%
Education
Post Graduate 20 20%
Professional Qualification 10 10%
Others 5 5%
Married 15 15%
Marital Status
Single 80 80%

Others 5 5%
Entry Level Management 65 65%
Management Level
Middle Level Management 10 10%
Senior Level Management 25 25%
2 years and below 15 15%

2-5yrs 45 45%
Work Experience 5-10yrs 25 25%
10-15yrs 10 10%
15-20yrs 3 3%
Above 20yrs 2 2%

41
 DATA ANALYSIS
&
INTERPRETATION

Data Analysis & Interpretation

Data analysis method

42
1. Pie charts

2. Percentages

3. Bar chart

4. Cluster bar chart

1) Kind of motivational strategies company is providing more

Fig No. 1: Company strategies

Hospital is using monetary motivational strategy more than others.

Table No. 4.1: Company strategies

S. No. Incentives Percentage
a. Monetary 72%
b. Non-Monetary 18%
c. Both equally 10%

43
 Total 100%

2) Which motivational strategy motivates more

Fig no. 2: Impact of Company strategies

Table no. 4.2: Impact of Company strategies

S. No. Incentive Percentage
a. Monetary 76%
b. Non-monetary 24%
Total 100%

Because of the Hospital’s strategy their employees are being more money minded.

3) Satisfactory motivational strategies adopted by the seniors for employees or not

44
 Fig No. 3: strategies adopted

Table No. 4.3: Strategies adopted

S. No. Acceptance Percentage
a. Yes 79%
b. No 21%
Total 100%

79% employees of the Sarvodaya Hospital think that adopted motivational strategies are
satisfactory.
But 21% of them are not agree with them.

4) Seniors are co-operative

45
 Fig No. 4: Seniors are co-operative

Table No. 4.4: Seniors are co-operative

S. No. Acceptance Percentage
a. Yes 78%
b. No 22%
Total 100%

78% employees say that their seniors are co-operative. But 22% has other opinion
towards their seniors.

5) Working hours of employees

46
 Fig No. 5: Working hours of employees

Table No. 4.5: Working hours of employees

S. No. Acceptance Percentage
a. 6 hrs. 19%
b. 8 hrs. 59%
c. Above 8 hrs. 22%
Total 100%

In the company 19% employees work only 6 hrs because of their disinterest in work. And
59% employees’ works at 8 hrs just take it as duty. And 22% employees work with their
interest.

6) Employee’s interest in their work

47
 Fig No. 6: Employee’s interest in their work

Table No. 4.6: Employee’s interest in their work

S. No. Acceptance Percentage
a. Yes 54%
b. No 46%
Total 100%

54% employees have interest in their work instead of 46%. 46% employees don’t have
interest in their work.

7) Motivational strategies are helpful in increasing job satisfaction

48
 Fig No.7: Motivational strategies are helpful in increasing job satisfaction

Table No. 4.7: Motivational strategies are helpful in increasing job

satisfaction
S. No. Acceptance Percentage
a. Yes 77%
b. No 23%
Total 100%

77% employees think that motivational strategies are helpful in increasing job
satisfaction and another 23% are not think so.

8) Motivational strategies affect employee’s performance

49
 Fig No. 8: Motivational strategies affect employee’s performance

Table No. 4.8: Motivational strategies affect employee’s performance

S. No. Acceptance Percentage
a. Yes 70%
b. No 30%
Total 100%

70% employees say that motivational strategy affect them and 30% says that it does not
affect them.

9) Should negative motivation be there in company?

50
 Fig No. 9: Should negative motivation be there in company

Table No. 4.9: Should negative motivation be there in company

S. No. Acceptance Percentage
a. Yes 29%
b. No 71%
Total 100%

29% employees feel that negative motivation is in the company but 71% says no.
That means employees are not aware from the motivational strategy of the company.

10) Is the company giving benefits on time?

51
 Fig No. 10: company giving benefits

Table No. 4.10: Company giving benefits

S. No. Acceptance Percentage
a. Yes 92%
b. No 8%
Total 100%

92% employees are happy with the company because it gives benefit on time. But 8% are
not happy with some reasons.

11) Are employees satisfied with their designation?

52
 Fig No. 11: Employees satisfied with their designation

Table No. 4.11: Employees satisfied with their designation

S. No. Acceptance Percentage
a. Yes 58%
b. No 42%
Total 100%

58% employees are happy with their role in the company but there 42% employees are
not satisfied with their role in the company. They think that they don’t have work
according to their knowledge.

12) Which type of motivational strategy is more important for employees?

53
 Fig No. 12: Type of motivational strategy

Table No. 4.12: Type of motivational strategy

S. No. Acceptance Percentage
a. Positive 12%
b. Intrinsic 27%
c. Extrinsic 61%
Total 100%

Most of the employees are money minded that’s why 61% employees happy with
extrinsic. And 27% employees want intrinsic and 12% of them want positive motivational
strategy.

13) Are they want some more motivational tools?

54
 Fig No. 13: Motivational tools

Table No. 4.13: Motivational tools

S. No. Acceptance Percentage
a. Yes 88%
b. No 12%
Total 100%

88% employees want some more motivational tools and 12% are satisfied with present
motivational strategy.

If yes then go to the next Question

14) What type of motivational tool they want?

55
 Fig No.14: Type of motivational tool

Table No. 4.14: Type of motivational tool

S. No. Acceptance Percentage
a. Monetary 66%
b. Non-Monetary 4%
c. Both 30%
Total 100%

Most of the employees are money minded that is why 66% want more monetary strategy.
4% want non-monetary and 30% want both.

56
FINDINGS
OF THE
STUDY

57
 Findings of the Study
1 To study the impact of motivation on employee’s performance.

2 To study the perception of employees towards the various motivational strategies.

3 To find out the effective motivational strategies.

4 Suggest new methods to improve them.

For achieving these objectives, I have to approach Sarvodaya Hospital to get the
knowledge of the various motivational process is going in the co. and try to analyze their
effectiveness.

Following are some of the strategies adopted by me to approach banks and gather the
information:

Calling:
Calling the employees of Sarvodaya Hospital and talking to them was not that easy as
they don’t provide their internal information on phones. Also, their phone numbers were
not easily available with the concerned person we have to talk for getting the right
information. I tried and fixed an appointment with the concern person, after reaching to
him on time I discussed the matter and got the relevant information.

 Hard to convince employees because this is internal policies of Sarvodaya

Hospital.

 Mix bundle of employees are targeted, so we have to find our perfect method of

motivational strategies.

 Creates a kind of disturbance to the employees, so mostly we get negative

response.

58
 Usually the calling time during working hours, so very few people were ready

to attend the calls.

 Sarvodaya Hospital gives monetary motivational strategies more and due to this
most of employees are money minded and they don’t take care of rewards, praise
etc.

 Sarvodaya Hospital do a deep analysis before choosing any appraisal method.

 Most of the employees have better performance due to these motivational

strategies.

 46% of employees don’t satisfy with their designation because selection or

promotions are not on the bases of proper criteria and seniors are not very much
educated and for higher jobs they do only promotions of their employees. No
experienced outsider can apply for it.

 Seniors are helpful to them but sometime they don’t help because they don’t

know what to do.

 Extrinsic is more important for them. As in this Sarvodaya Hospital monetary

terms matter more than non-monetary.

 Everyone wants more than they have. Here employees also want some more tools
for e.g. Increase in pay etc.

59
 LIMITATIONS
AND
SCOPE OF THE
STUDY

60
 Limitations of the study

 This might be possible that people would have been bit biased on one side so
would have given actual picture.
 The outcome cannot be generalized for whole region as this study was conducted
in Faridabad only.
 The power of a study is its ability to detect an effect when there is one to be
detected. This depends on the size of the effect because large effects are easier to
notice and increase the power of the study.
 Employers ignore trainees who came for research.
 Every employee has own feeling about strategies therefore it is difficult to find
which strategies are more motivating.

In short, when we are constrained to a small sample size for economic or logistical
reasons, they may have to settle for less conclusive results. Whether or not this is an
important issue depends ultimately on the size of the effect we are studying.

61
 Scope of the study

Our study underlines the strategies which influence employees to perform well.

Scope of the study:

 The study would be useful for organizations to know how to motivate their
employees.

 This study would be useful to other students as a secondary data.

 This study would be useful to form motivational strategies according to

perception of employees.

 Our study underlines the strategies which influence employees to perform well.

 In this study the data was collected from the employees of Sarvodaya Hospital

The importance of motivation becomes clear from following facts:

o High Level of Performance.

o Low Employee Turnover and Absenteeism.
o Easy Acceptance of organizational changes.
o Good human relations.
o Good image of organization.
o Increase in Morale.

62
o Proper use of Human Resource Possible.
o Helpful in Achieving Goals.
o Builds Good relations among employees.

CONCLUSIONS
AND
SUGGESTIONS

63
 Conclusions

In conclusion we write the various conclusions that we have came upon after we have
analyzed all the research study, and then we extract conclusion from there:
 Sarvodaya Hospital gives monetary motivational strategies more and due to this
most of employees are money minded and they don’t take care of rewards, praise
etc.
 Sarvodaya Hospital do a deep analysis before choosing any appraisal method.
 Most of the employees have better performance due to these motivational
strategies.
 46% of employees don’t satisfy with their designation because selection or
promotions are not on the bases of proper criteria and seniors are not very much
educated and for higher jobs they do only promotions of their employees. No
experienced outsider can apply for it.
 Seniors are helpful to them but sometime they don’t help because they don’t
know what to do.
 Extrinsic is more important for them. As in this Sarvodaya Hospital monetary
terms matter more than non-monetary.
 Everyone wants more than they have. Here employees also want some more tools
for e.g. Increase in pay etc.

64
In conclusion, employee motivation is very important in the human resource
management. Employees are motivated for the various reasons that are beneficial to the
organization. The reasons include retention of the well-performing employees, increasing
productivity or output of the organization; improve teamwork and the morale of
employees. Other reasons are reducing the operation costs, decreasing employee’s
turnover and reducing absenteeism.

Suggestions
Suggestions are the kind of recommendations which help a company to fill up its
loopholes and then try to achieve maximum output from employees.

 Company should take care of the employee and applied strategies in a way that
employees can be motivated by positive motivation.

 Prefer the selection of employees on the basis of their capabilities, so that right
person can have right job.

 Most of the time their seniors are not helpful to them, so they should help them,
so that employees don’t feel hesitating.

 As more of the motivational tools are monetary, due to this employee are money
minded and don’t work for reward, praise etc. So, the company should give non-
monetary benefits also.

 There should be proper and regular performance appraisal so company can

achieve better performance.

After finding out the Survey Report on Employees Motivation, the conclusions the
following suggestions can be made.

• Working conditions should be improved.

• Wages and salary administration should be made appropriate for their purpose wages
should be revised annually.

• More financial benefits should be given.

65
• Welfare services for the benefits of workers need to be improved. Partially medical
facilities need a significant improvement.

• Promotion system should be communicated among the workers.

• Today, as there is a atmosphere of worker participation in the decisions regarding

organization worker should have given opportunity to express their views in the
company.

• The human motivation is changeable and not stable it should be considered in mind.

• Money incentives should be given more. Management policies and practices should be
communicated so that workers could understand them easily.

ANNEXURE

66
 Bibliography

Books:

 Pareek, L. U., & Purohit, S. (2018). Training Instruments in HRD and OD. SAGE
Publishing India.

 Chhabra, T. N. (2005). Human Resource Management-concepts and issues, Dhanpat Rai

and Co. Pvt Ltd., New Delhi.

 Chadha, N. K. (2005). Human Resource Management-Issues, case studies and experiential

exercises. New Delhi: Sai Printographers.

Websites:

 www.google.co.in

 https://www.sarvodayahospital.com

67
 Questionnaire

I, the student PDM University am conducting brief survey to find out the motivational

strategies for employees. I would be highly grateful to you if you would provide your

genuine response by putting a tick mark in a relevant box.

I sincerely thank you for your humble co-operation.

Student

A) Demographic Profile
1. Name: ------------------------------------------
2. Contact No. & Address:
------------------------------------------------------------------------------------------------------------

------------------------------------------------------------------------------------------------------------

----------------------

3. Age:
a) Below 35
b) 35-45
c) 45-55

68
 d) Above 55

4. Gender:

a) Male

b) Female

5. Education level:

a) Graduate

b) Post Graduate

c) Professional Qualification

d) Others specify

6. Marital status

a) Married

b) Single

c) Others

7. Work experience

a) 2yrs and below

b) 2-5 years

c) 5-10 years

d) 10-15 years

e) 15-20 years

f) Above 20 years

69
 B) Questionnaire

1) What kind of motivational strategies hospital is providing you more?

a. Monetary
b. Non-Monetary
c. Both equally

2) Which motivational strategy motivates you?

a. Monetary
b. Non-Monetary

3) Are you satisfied with the motivational strategies which is adopted by your
seniors for you?

a. Yes
b. No

4) Is your seniors co-operate with you?

a. Yes
b. No

5) How many hours you work daily?

a. 6 hrs
b. 8 hrs
c. Above 8 hrs

6) Do you have interest in your work?

a. Yes
b. No

7) Are these motivational strategies being helpful in increasing your job satisfaction?

70
 a. Yes
b. No

8) Do you think motivational strategies affect your performance?

a. Yes
b. No

9) Should negative motivation be there in company?

a. Yes
b. No

10) Is the company giving benefits on time?

a. Yes
b. No

11) Are you satisfied with your designation?

a. Yes
b. No

12) Which type of motivational strategy is more important for you?

a. Positive
b. Intrinsic
c. Extrinsic

13) Are you want some more motivational tools?

a. Yes
b. No

If yes then go to the next Question

14) What type of motivational tool you want?

a. Monetary
b. Non-Monetary
c. Both

71
72