DISSERTATION REPORT

ON

TOOLS AND TECHNIQUES OF

EMPLOYEE MOTIVATON

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF THE DEGREE

OF MASTER OF BUSINESS ADMINISTRATION

GYAN VIHAR
UNIVERSE

SUBMITTED TO:- SUBMITTED BY:-

Mr. Bafna Ankita Agarwal

(College Project Guide) MBA( IVrth SEM)

Session 2008-2010
 ACKNOWLEDGEMENT

I would like to acknowledge with thanks the genuine interest and faith shown
by our director who truly deserve the credit for providing inspiration to each
Student.

In the completion of this report, I have drawn heavily on the vast amount
of literature in the field of personnel management, industrial relation and human
resource development.

Above all, I heavily Thank my Father and my mother for their love, the
constant encouragement and support of my brother and friends.

Last but not least I would be special gratitude to our all friends who
heartening me to complete this project.
 INTRODUCTION

Definition of Motivation.

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

influence others to do their work through the possibility of gain or reward.

Motivation is a force that drives people to do things. Employees are normally

motivated to achieve their needs, whatever they may include. Motivation is
inside another person's head and heart. It may be intrinsic or extrinsic. This is
what we call motivation. Employees of a company will be motivated if they
associate certain incentives with an activity of work.

Motivation is an important function which every manager performs by

assigning the people to work for accomplishment of objectives of the
organization.

Concept of motivation

The word motivation has been derived from motive which means any idea, need
or emotion that prompts a man in to action. Whatever may be the behaviour of
man, there is some stimulus behind it .Stimulus is dependent upon the motive of
the person concerned. Motive can be known by studying his needs and desires.
There is no universal theory that can explain the factors influencing motives
which control mans behaviour at any particular point of time. In general, the
different motives operate at different times among different people and
influence their behaviours. The process of motivation studies the motives of
individuals which cause different type of behaviour.

Significance of Motivation
Motivation involves getting the members of the group to pull weight effectively,
to give their loyalty to the group, to carry out properly the purpose of the
organization.

The following results may be expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with
Opportunities to fulfil their physiological and psychological needs. The workers
will Cooperate voluntarily with the management and will contribute their
maximum towards the goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their skills

and Knowledge so that they are able to contribute to the progress of the
organization.This will also result in increased productivity.

3. The rates of labour’s turnover and absenteeism among the workers will be
low.

4. There will be good human relations in the organization as friction among the
workers themselves and between the workers and the management will
decrease.

5. The number of complaints and grievances will come down. Accident will
also be low.

6. There will be increase in the quantity and quality of products. Wastage and
scrap will be less. Better quality of products will also increase the public image
of the business.

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

Theories of Motivation .

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

1. Mcclelland’s Achievement Need Theory

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

Need for Achievement

This need is the strongest and lasting motivating factor. Particularly in case of
persons who satisfy the other needs. They are constantly pre occupied with a
desire for improvement and lack for situation in which successful outcomes are
directly correlated with their efforts. They set more difficult but achievable
goals for themselves because success with easily achievable goals hardly
provides a sense of achievement.

Need for Power

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

Need for affiliation

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

2. Behavioural Modification Theory

According to this theory people behaviour is the outcome of favourable and

unfavourable past circumstances. This theory is based on learning theory.
Skinner conducted his researches among rats and school children. He found that
stimulus for desirable behaviour could be strengthened by rewarding it at the
earliest. In the industrial situation, this relevance of this theory may be found in
the installation of financial and non financial incentives. More immediate is the
reward and stimulation or it motivates it. Withdrawal of reward in case of low
standard work may also produce the desired result. However, researches show
that it is generally more effective to reward desired behaviour than to punish
undesired behaviour.

3. Abraham H Maslow Need Hierarchy or Deficient theory

of Motivation
The intellectual basis for most of motivation thinking has been provided by
behavioural scientists, A.H Maslow and Frederick Heizberg, whose published
works are the “Bible of Motivation”. Although Maslow himself did not apply
his theory to industrial situation, it has wide impact for beyond academic
circles. Douglous Mac Gregor has used Maslow’s theory to interpret specific
problems in personnel administration and industrial relations. The crux of
Maslow’s theory is that human needs are arranged in hierarchy composed of
five categories. The lowest level needs are physiological and the highest levels
are the self actualization needs. Maslow starts with the formation that man is a
wanting animal with a hierarchy of needs of which some are lower in scale and
some are in a higher scale or system of values.

As the lower needs are satisfied, higher needs

emerge. Higher needs cannot be satisfied unless lower needs are fulfilled. A
satisfied need is not a motivator. This resembles the standard economic theory
of diminishing returns. The hierarchy of needs at work in the individual is today
a routine tool of personnel trade and when these needs are active, they act as
powerful conditioners of behaviour- as Motivators. Hierarchy of needs; the
main needs of men are five. They are physiological needs, safety needs, social
needs, ego needs and self actualization needs, as shown in order of their
importance.

Self-Actualization

Ego Needs
Social Needs

Safety Needs

Physiological Needs

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

Physiological or Body Needs: - The individual move up the ladder responding

first to the physiological needs for nourishment, clothing and shelter. These
physical needs must be equated with pay rate, pay practices and to an extent
with physical condition of the job.

Safety: - The next in order of needs is safety needs, the need to be free from
danger, either from other people or from environment. The individual want to
assured, once his bodily needs are satisfied, that they are secure and will
continue to be satisfied for foreseeable feature. The safety needs may take the
form of job security, security against disease, misfortune, old age etc as also
against industrial injury. Such needs are generally met by safety laws, measure
of social security, protective labour laws and collective agreements.

Social needs: - Going up the scale of needs the individual feels the desire to
work in a cohesive group and develop a sense of belonging and identification
with a group. He feels the need to love and be loved and the need to belong and
be identified with a group. In a large organization it is not easy to build up
social relations. However close relationship can be built up with at least some
fellow workers. Every employee wants to feel that he is wanted or accepted and
that he is not an alien facing a hostile group.

Ego or Esteem Needs: - These needs are reflected in our desire for status and
recognition, respect and prestige in the work group or work place such as is
conferred by the recognition of one’s merit by promotion, by participation in
management and by fulfilment of workers urge for self expression. Some of the
needs relate to ones esteem e.g.; need for achievement, self confidence,
knowledge, competence etc. On the job, this means praise for a job but more
important it means a feeling by employee that at all times he has the respect of
his supervisor as a person and as a contributor to the organizational goals.

Self realization or Actualization needs: - This upper level need is one which
when Satisfied provide insights to support future research regarding strategic
guidance for Organization that are both providing and using reward/recognition
programs makes the employee give up the dependence on others or on the
environment. He becomes growth oriented, self oriented, directed, detached and
creative. This need reflects a state defined in terms of the extent to which an
individual attains his personnel goal. This is the need which totally lies within
oneself and there is no demand from any external situation or person.

3. J.S Adams Equity Theory

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

4. Vrooms Expectation Theory

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

5. Two Factor Theories

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

X Theory (pessimistic)

➢ Individuals inherently dislike work.

➢ People must be coerced or controlled to do work to achieve the objectives.
➢ People prefer to be directed

Y Theory (optimistic)

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

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

There are broadly seven strategies for motivation.

➢ Positive reinforcement / high expectations

➢ Effective discipline and punishment

➢ Treating people fairly

➢ Satisfying employees needs

➢ Setting work related goals

➢ Restructuring jobs

➢ Base rewards on job performance

Techniques of Motivation

➢ Recognition of work

➢ Job Security

➢ Team Spirit

➢ Competition

➢ Status

Desire for recognition

When people receive recognition or affirmation for their efforts it has a positive
motivational effect on them.

Just a few words of encouragement are worth their weight in gold.

Current issues in Motivation

➢Compressed Workweek
➢Flexible work hours
➢Job sharing
➢Telecommuting
➢Pay of Performance System
➢Open-book management

Rewards and Recognition

Like a child being given a chocolate cupcake and a big hug after cleaning her
room, rewards and recognition can be powerful tools for employee motivation
and performance improvement. Many types of rewards and recognition have
direct costs associated with them, such as cash bonuses and stock awards, and a
wide variety of company-paid perks, like car allowances, paid parking, and gift
certificates. Other types of rewards and recognition may be less tangible, but
still very effective. These "non-monetary" rewards include formal and informal
acknowledgement, assignment of more enjoyable job duties, opportunities for
training, and an increased role in decision-making.
This paper focuses on non-monetary rewards, and as we will see, these types of
rewards can be very meaningful to employees and so, very
motivating for performance improvement.

Rewards:
➢ Recognition for innovative ideas and entrepreneurial action from employees.

➢ Honours for unique contribution to sustained high performance by an

individual or a team.

➢ Membership to the exclusive club of top performers.

➢ Recognition to not only super achievers but also employees with long
service.Eligibility for ``Real Old Timers Club.''

The following are some of the areas of non monetary

recognition practices that an organisation can take note of.
Treats: Free lunches, festival bonus, coffee breaks, picnics, dinner with the
boss, dinner for the family, birthday treats etc.

Knick-knacks: Disk accessories, company watches, tie-pins, broaches,

diaries/planners, calendars, wallets, T-shirts.

Awards: Trophies, plaques, citations, certificates, scrolls, letter of

appreciation.

Social acknowledgement: Informal recognition, recognition of office

get-togethers, friendly greetings, smiles, e-mail, solicitation of advice,
suggestions, use of company facilities for personal projects.

Office environment: Redecoration, office with a window, piped music,

flexible hours.

On the job: More responsibility, job rotation, special assignment, training,

representing the company at public for forums.

Tokens: Movie tickets, vacation trips, coupons redeemable at stores, early

time off, anniversary, dating and Birthday allowances / presents.

Role of Motivation for Employees Training and its Effectiveness in

CADBURY

THE ROLE OF MOTIVATION WHEN MANAGING

CREATIVE WORK

ABSTRCT
While implementing and evaluating computer support for corporate
creativity it was noticed that the sheer presence of technology does not
guarantee usage. Factors such as organizational culture and management
attitudes seem to have an equally important role, and this observation called for
a more focused analysis of the motivational aspects of crativity management.

Based on literature and empirical data, four managerial advice to promote

corporate creativity are presented : abandon reward system; officially recognize
creative initiatives ; encourage self-initiated activities, and ; allow redundancy.

1. A NEED FOR CRATIVITY

Creativity will therefore become a quality of increasing importance and a vital

branch of knowledge management (K.M.). although crativity is highly
unpredictable it can be promoted.

2. WORK ON BRAINSTORMING

brainstorming has been widely used in industry and busiess as a technique for
idea eneration and problem solving. Three main reasons for this have been
identified. Ffirstly, there is evaluation apprehension, which refers to a situation
when the group members are reluctant to express their perhaps unpopular or
politically incorrect suggestions or poorly developed ideas in fear of being
judged or evaluated by peers or managers. Secondly, social loafing occurs when
group members intentionally limit their contributions and rely on other group
members to do the job. Thirdly and finally, there is the problem of production
blocking, .e. the result of group members having to wait for others to finish
before they can offer their own ideas.
 3. THE MINDPOL PROTOTYPE

In response to the call for more study on large groups Mind pool is an
intranet application available for the entire organization. The most fundamental
design principles for Mind pool are that work is carried out asynchronously,
users are anonymous but yet able to contact, and the entire organization may be
addressed, instead of just a group of a selected few.

4. EMPIRICAL RESULTS

Before installing and evaluating Mind pool , I needed to set a base line
for my later experiments by interviewing the employees about their views
on creativity, suggestion systems, and management. Below, I first present the
results from the 10 semi-structured interviews before reporting from the
prototype evaluation.

INITIAL INTERVIEW DATA

Most respondents stressed the importance of stimuli of some kind

to spark creativity, and mentioned the interaction with other people as an
important source. Aside from the shared view of “input from people” as
being an important stimuli a diversity of other situations were mentioned
during the interviews: facing a challenging task; going to conferences;
visiting other companies; looking at different applications; or doing
physical workout.

ALLOW SELF-INITIATED ACTIVITIES

Self-initiated activities are powerful because they are driven primarily by
intrinsic motivation. When employees are allowed to, and in fact encouraged to,
pick and pursuits their own projects, they are driven by their personal interests.

THE NEED FOR REDUNDANCY

Learning – by- doing is the only way to acquire certain knowledge, and this
suggests that enough redundancy should be allocated to allow for such
experimenting. To set free the desire to initiate creative acts that already exists
within most people, the company must take appropriate actions. For example,
Toshiba and 3M allow their employees to devote 15 percent of their time to
self-initiated activities

Data Analysis and Findings

The management of people at work is an integral part of the management

process. To understand the critical importance of people in the organization is to
recognize that the human element and the organization are synonymous. An
well-managed organization usually sees an average worker as the root source of
quality and productivity gains. Such organizations do not look to capital
investment, but to employees, as the fundamental source of improvement. In
order to make employees satisfied and committed to their jobs in academic and
research libraries, there is need for strong and effective motivation at the
various levels,n departments.

Motivation is a basic psychological process it is the

process of stimulating people to action and to achieve a desired task. New way
of stimulating people is to employ effective motivation which makes workers
more satisfied with and committed to their jobs. However, mot studies treat
satisfaction and commitment differently, especially in light of things like
downsizing that are part of modern organizations.

LITERATURE REVIEW

Along with perception, personality, attitudes, and learning, motivation is a very

important part of understanding behaviour.
Definitions of motivation abound. One thing these definitions have in common
is the inclusion of words such as “desere”,”want”,”wishes“, ”aim”, ”goals”,
”needs”,and” incentives”.

Managers and management researchers have liog believe that believe

that organizational goals are unattainable without the enduring commitment of
members of the organizations.Motivation is a human psychological
characteristic that conteibutes to a persons degree of commitment
(stoke,1999).It includes the factors that cause,channel, and sustain human
behaviour in a particular committed direction.
Strategies of Motivating Workers

salary,wages and conditions of service

money

staff Training

Information Availability and Communication

DATA COLLECTION

• Primary data

• Secondary data

Primary data

It was collected through questionnaire prepared contains relevant questions that

are both close ended and opened. Individual and group interviews also under
taken with difference consumers,
I have collected mainly the Primary Data for my study by utilizing the
questionnaire and interview methods.
Secondary data

These data are collected from published sources such as Magazines, NEWS
papers, several books, and also from the help of web site
www.hdfcsl.com

Sampling plan of the study:

Sample size:

Sample size include the nature of research, number of variable, and nature of
analysis, sample size used in similar studies incidence rates,
completion rates, and resources constraints. During the process of the study,
survey has been conducted on 100 retailers.

Sampling method:

The researcher had choice between probability and non probability

sampling methods. In this study a simple non probability method namely
convenience sampling was adopted. For my study I have selected Non-
probability method in which I selected convincing sampling method.

FIELD WORK:

Survey was done in Cadbury The data was collected over a period of 45 days
within using well structured questionnaire. The respondents were contacted at
their respective retail outlets in various parts of the city.

PARAMETER USED
For grading the responses Likert scale was used and five responses were given
the numerical grades in the following way.
Following parameter was used to decide the level of motivation.

On the basis of the above scales and parameters it is found that in Cadbury the
level of motivation is lying in the range of poor.
For finding the factors behind this unexpected result another survey was done in
the form of interviews to know the view of management about the above and
the responses were gathered during the formal discussion.

GRAPHICAL REPRESENTATION OF THE

RESPONSES ( PIE CHARTS )
QUESTION (4)
QUESTION (6)
QUESTION (8)
QUESTION (9)

QUESTION (10)
QUESTION (11)
The above response were given on the basis of availability of the plan for each
in the table.
 Conclusion and Suggestions

FINDINGS

According to the four ARCS categories and determines whether subjects

are under or over motivated in each case.

• ATTENTION – People may be bored and not paying attention

• RELEVANCE – unnecessary mistakes can result when one’s career path

depends solely on one’s success with a specific task in a current job.

• CONFIDENCE – Can be too high or too low, Low confidence people

may have the skills but may lack the persistence when the tasks become
challenging. High confidence people may have less skill or ability than
they think making them cocky.

• SATIFACTION- Dissatisfaction can result from expectations that were

too negative or positive. When people are put into an undesired situation, their
satisfaction potential is often low, no mater how god the experience proves to
be. By contrast, those who believe a given job opportunity is going to be perfect
in every way are often disappointed with the reality.

SUGGESTION
Following is the guideline suggested for the organization Developing a
Motivational system. It describes the major components of human motivation
that must be considered in the process of either selecting
appropriately motivated people or creating a motivating environment. It also
describes a problem solving approach to developing motivational conditions.

The material incorporates the systems approach used in the ARCS

model but extends it to the environment of performance improvement.

Motivated Person

Motivation

Role of motivation of Performance

Elements of all three must be present for people to have a positive level of
performance.

1. internal motivation and motivational support from the environment

(motivation)

2. knowledge and skills needed to do the job (capability)

3. tools, resources, conducive working conditions, feedback, and other

environmental factors that make it possible to do the job properly and well
(opportunity).

CONCLUSION
When large sums of money are at stage, employees are discouraged from
sharing thoughts and ideas with their peers. Instead, individuals are keeping
their tentative thoughts to themselves, trying to work out soething really
rewarding. This situation causes a focus on the reward rather than on being
innovative.

Creativity requires an organizational culture that fosters openness,

sharing, and interaction. To establish and maintain such a culture, top
management must “walk the talk” and officially recognize and encourage such
behaviour. Management should further show that risk-taking and failure is okay.

Questionnaire
1. My job is interested.
a. SA
b. A
c. NO
d. DA
e. SDA

2. My boss is supportive.
a. SA
b. A
c. NO
d. DA
e. SDA

3. The work I do is recognized and appreciated by superiors.

a. SA
b. A
c. NO
d. DA
e. SDA

4. My job contains responsibilities.

a. SA
b. A
c. NO
d. DA
e. SDA

5. Working conditions are good in premises.

a. SA
b. A
c. NO
d. DA
e. SDA
6. There are opportunities to grow and learn new
a. SA
b. A
c. NO
d. DA
e. SDA

7. My job is secure
a. SA
b. A
c. NO
d. DA
e. SDA

8. My salary is at par with others in the industry

a. SA
b. A
c. NO
d. DA
e. SDA

9. I have the authority up to some extent

a. SA
b. A
c. NO
d. DA
e. SDA

10. Co-workers are supportive.

a. SA
b. A
c. NO
d. DA
e. SDA
11. I get the feed back of my performance and try to improve it.
a. SA
b. A
c. NO
d. DA
e. SDA

A questionnaire was prepared after discussing with the management. The

questionnaire was based upon the need hierarchy theory of motivation given by
fallow.

Bibliography
BOOKS AND PERODICALS :

1. ORGANIZATION BEHAVIOUR BY STEPHANS ROBINSON

2. HUMAN RESOURCE MANAGEMENT BY ASHWATHAPA
3. RESEARCH METHODOLOGY BY C.R. KOTHARI
4. RESEARCH METHODOLOGY BY S. THANULINGUM
5. HUMAN RESOURCE MANAGEMENT BY LUTHANS

WEB SITES VISITED

www.goolge.com

www.cadbury.com

www.motivation.