In the introduction chapter I would like to present my subject to the reader and

create an interest to continue reading. Furthermore, the focus of my research i

s to find out if a difference could be found between a worker and a manager rega
rding motivation to work. If one will occur, I will present and describe it in t
he best possible way.
1.1Background
If one takes a moment and reflects upon motivation, how would human beings behav
e if I lost it? Motivation plays an important role in everything I do, by my sel
ves or together as a group. In addition, without motivation it would be hard for
people to go to work, pick up the daily groceries, and even spend time with fri
ends and family. Furthermore, motivation to work is of great importance to me. I
believe that people spend different amounts of hours at work depending on what
career I have chosen. Possible underlying factors to career choice are what moti
vates a person and how they value their time. If one chose a demanding career th
e person has more obligations to work than one who is working in a non- demandin
g position. Moreover, the view of work and private life is being looked upon wit
h new insight. Nowadays the boundaries have widened, and work and private life a
re more connected to each other than before. Whereas, in the past when one left
their workplace the person had less obligations or responsibility against the co
mpany as Karl Marx once stated “Freedom begins at the gates of the factory”. Today,
people often bring their work home as well as colleagues socialize outside work.
Furthermore, the importance of motivation to work has been stressed, and plays
a noticeable role in organizations. The issue is much debated and a lot of resea
rch has been done in the subject in recent time. Motivation is one of the few fa
ctors that have an impact on everything I do and experience, for example with my
survey, family, and friends and, of course, the basic needs.

1.2 Purpose
The purpose of my research is to clarify whether a difference in motivation to w
ork between manger and worker exists or not. I am thrilled to discover if divers
e factors motivate the two or if they have shared understandings and common fact
ors. To be able to present a clear picture I will find suitable theories on the
topic of motivation. The theories will help me to interpret and analyze the coll
ected data.
Continuously, I will accomplish carefully planned interviews with workers as wel
l as managers in different companies to get the individual perspective. I would
like to get in touch with different organizations to get an objective picture, w
hich will not be influenced by a single company’s surroundings. Moreover, I think
that it is important to notice that if a difference will be discovered it might
be important to take it into Consideration in future organizational behavior.
1.3 Problem discussion
As mentioned earlier, motivation is crucial for organizations to function, witho
ut motivated employees no one would make an effort to work and the company’s perfo
rmance would be less efficient. While studying management I found out that most
of the theories regarding motivation focus upon employees in general and do not
reflect on specific positions. On the contrary, I think that there might be a no
ticeable difference in motivation between diverse levels of employees. I am curi
ous to know whether the old school theorists have taken this fact into considera
tion or if it has been overlooked during time. Moreover, general and Ill-known t
heories pay a great attention to human needs whereby self- actualization and job
satisfaction are the dominant reasons for people to be motivated to work. Other
theories concerning the question what is the factor behind motivation focus mos
tly on money. Their argument is that without payment no one would go to work. My
opinion is that there must be more underlying causes to motivation than money,
at least when discussing managers.
In addition, what catches my interest is the difference between a manager and a
worker, where I think of the manager as a person in a leading position who has r
esponsibility over others as well as towards the organization. Whereby the worke
r is a person working in a lower position in the organizational hierarchy, and t
herefore does not have the same Task or responsibility.

THEORY

Theories of Motivation
2.1) Contribution of Robert Owen:
Though Owen is considered to be paternalistic in his view, his contribution is o
f a considerable significance in the theories of Motivation. During the early ye
ars of the nineteenth century, Owens’s textile mill at New Lanark in Scotland was
the scene of some novel ways of treating people. His view was that people were s
imilar to machines. A machine that is looked after properly, cared for and maint
ained well, performs efficiently, reliably and lastingly, similarly people are l
ikely to be more efficient if they are taken care of. Robert Owen practiced what
he preached and introduced such things as employee housing and company shop. Hi
s ideas on this and other matters were considered to be too revolutionary for th
at time.
2.2) Jeremy Bentham’s “The Carrot and the Stick Approach”:
Possibly the essence of the traditional view of people at work can be best appre
ciated by a brief look at the work of this English philosopher, whose ideas were
also developed in the early years of the Industrial Revolution, around 1800. Be
ntham’s view was that all people are self-interested and are motivated by the desi
re to avoid pain and find pleasure. Any worker will work only if the reward is b
ig enough, or the punishment sufficiently unpleasant. This view - the ‘carrot and
stick’ approach - was built into the philosophies of the age and is still to be fo
und, especially in the older, more traditional sectors of industry.
The various leading theories of motivation and motivators seldom make reference
to the carrot and the stick. This metaphor relates, of course, to the use of rew
ards and penalties in order to induce desired behavior. It comes from the old st
ory that to make a donkey move, one must put a carrot in front of him or dab him
with a stick from behind. Despite all the research on the theories of motivatio
n, reward and punishment are still considered strong motivators. For centuries,
however, they were too often thought of as the only forces that could motivate p
eople.
At the same time, in all theories of motivation, the inducements of some kind of
‘carrot’ are recognized. Often this is money in the form of pay or bonuses. Even th
ough money is not the only motivating force, it has been and will continue to be
an important one. The trouble with the money ‘carrot’ approach is that too often ev
eryone gets a carrot, regardless of performance through such practices as salary
increase and promotion by seniority, automatic ‘merit’ increases, and executive bon
uses not based on individual manager performance. It is as simple as this: If a
person put a donkey in a pen full of carrots and then stood outside with a carro
t, would the donkey be encouraged to come out of the pen?
The ‘stick’, in the form of fear–fear of loss of job, loss of income, reduction of bon
us, demotion, or some other penalty–has been and continues to be a strong motivato
r. Yet it is admittedly not the best kind. It often gives rise to defensive or r
etaliatory behavior, such as union organization, poor-quality work, and executiv
e indifference, failure of a manager to take any risks in decision making or eve
n dishonesty. But fear of penalty cannot be overlooked. Whether managers are fir
st-level supervisors or chief executives, the power of their position to give or
with hold rewards or impose penalties of various kinds gives them an ability to
control, to a very great extent, the economic and social well-being of their su
bordinates.
3) Abraham Maslow’s “Need Hierarchy Theory”:
One of the most widely mentioned theories of motivation is the hierarchy of need
s theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the
form of a hierarchy, ascending from the lowest to the highest, and he concluded
that when one set of needs is satisfied, this kind of need ceases to be a motiv
ator.
As per his theory these needs are:
(I) Physiological needs:
These are important needs for sustaining the human life. Food, water, warmth, sh
elter, sleep, medicine and education are the basic physiological needs which fal
l in the primary list of need satisfaction. Maslow was of an opinion that until
these needs were satisfied to a degree to maintain life, no other motivating fac
tors can work.
(ii) Security or Safety needs:
These are the needs to be free of physical danger and of the fear of losing a jo
b, property, food or shelter. It also includes protection against any emotional
harm.
(iii) Social needs:
Since people are social beings, they need to belong and be accepted by others. P
eople try to satisfy their need for affection, acceptance and friendship.
(iv) Esteem needs:
According to Maslow, once people begin to satisfy their need to belong, they ten
d to want to be held in esteem both by themselves and by others. This kind of ne
ed produces such satisfaction as power, prestige status and self-confidence. It
includes both internal esteem factors like self-respect, autonomy and achievemen
ts and external esteem factors such as states, recognition and attention.
(v) Need for self-actualization:
Maslow regards this as the highest need in his hierarchy. It is the drive to bec
ome what one is capable of becoming; it includes growth, achieving one’s potential
and self-fulfillment. It is to maximize one’s potential and to accomplish somethi
ng.

As each of these needs is substantially satisfied, the next need becomes dominan
t. From the standpoint of motivation, the theory would say that although no need
is ever fully gratified, a substantially satisfied need no longer motivates. So
if you want to motivate someone, you need to understand what level of the hiera
rchy that person is on and focus on satisfying those needs or needs above that l
evel.
Maslow’s need theory has received wide recognition, particularly among practicing
managers. This can be attributed to the theory’s intuitive logic and ease of under
standing. However, research does not validate this theory. Maslow provided no em
pirical evidence and other several studies that sought to validate the theory fo
und no support for it.
4) “Theory X and Theory Y” of Douglas McGregor:
McGregor, in his book “The Human side of Enterprise” states that people inside the o
rganization can be managed in two ways. The first is basically negative, which f
alls under the category X and the other is basically positive, which falls under
the category Y. After viewing the way in which the manager dealt with employees
, McGregor concluded that a manager’s view of the nature of human beings is based
on a certain grouping of assumptions and that he or she tends to mold his or her
behavior towards subordinates according to these assumptions.
Under the assumptions of theory X:
• Employees inherently do not like work and whenever possible, will attempt to avo
id it.
• Because employees dislike work, they have to be forced, coerced or threatened wi
th punishment to achieve goals.
• Employees avoid responsibilities and do not work fill formal directions are issu
ed.
• Most workers place a greater importance on security over all other factors and d
isplay little ambition.
In contrast under the assumptions of theory Y:
• Physical and mental effort at work is as natural as rest or play.
• People do exercise self-control and self-direction and if they are committed to
those goals.
• Average human beings are willing to take responsibility and exercise imagination
, ingenuity and creativity in solving the problems of the organization.
• That the way the things are organized, the average human being’s brainpower is onl
y partly used.
On analysis of the assumptions it can be detected that theory X assumes that low
er-order needs dominate individuals and theory Y assumes that higher-order needs
dominate individuals. An organization that is run on Theory X lines tends to be
authoritarian in nature, the word “authoritarian” suggests such ideas as the “power t
o enforce obedience” and the “right to command.” In contrast Theory Y organizations ca
n be described as “participative”, where the aims of the organization and of the ind
ividuals in it are integrated; individuals can achieve their own goals best by d
irecting their efforts towards the success of the organization.
However, this theory has been criticized widely for generalization of work and h
uman behavior.
5) Contribution of Rensis Likert:
Likert developed a refined classification, breaking down organizations into four
management systems.
1st System – Primitive authoritarian
2nd System – Benevolent authoritarian
3rd System – Consultative
4th System – Participative
As per the opinion of Likert, the 4th system is the best, not only for profit or
ganizations, but also for non-profit firms.
6) Frederick Herzberg’s motivation-hygiene theory:
Frederick has tried to modify Maslow’s need Hierarchy theory. His theory is also k
nown as two-factor theory or Hygiene theory. He stated that there are certain sa
tisfiers and dissatisfies for employees at work. In- transit factors are related
to job satisfaction, while extrinsic factors are associated with dissatisfactio
n. He devised his theory on the question: “What do people want from their jobs?” He
asked people to describe in detail, such situations when they felt exceptionally
good or exceptionally bad. From the responses that he received, he concluded th
at opposite of satisfaction is not dissatisfaction. Removing dissatisfying chara
cteristics from a job does not necessarily make the job satisfying. He states th
at presence of certain factors in the organization is natural and the presence o
f the same does not lead to motivation. However, their no presence leads to demo
nization. In similar manner there are certain factors, the absence of which caus
es no dissatisfaction, but their presence has motivational impact.
Examples of Hygiene factors are:
Security, status, relationship with subordinates, personal life, salary, work co
nditions, relationship with supervisor and company policy and administration.
Examples of Motivational factors are:
Growth prospectus job advancement, responsibility, challenges, recognition and a
chievements.

7) Contributions of Elton Mayo:

The work of Elton Mayo is famously known as “Hawthorne Experiments.” He conducted be
havioral experiments at the Hawthorne Works of the American Western Electric Com
pany in Chicago. He made some illumination experiments, introduced breaks in bet
ween the work performance and also introduced refreshments during the pauses. On
the basis of this he drew the conclusions that motivation was a very complex su
bject. It was not only about pay, work condition and morale but also included ps
ychological and social factors. Although this research has been criticized from
many angles, the central conclusions drawn were:
• People are motivated by more than pay and conditions.
• The need for recognition and a sense of belonging are very important.
• Attitudes towards work are strongly influenced by the group.
8) Vroom’s Valence x Expectancy theory:
The most widely accepted explanations of motivation have been propounded by Vict
or Vroom. His theory is commonly known as expectancy theory. The theory argues t
hat the strength of a tendency to act in a specific way depends on the strength
of an expectation that the act will be followed by a given outcome and on the at
tractiveness of that outcome to the individual to make this simple, expectancy t
heory says that an employee can be motivated to perform better when there is a b
elief that the better performance will lead to good performance appraisal and th
at this shall result into realization of personal goal in form of some reward. T
herefore an employee is:
Motivation = Valence x Expectancy.
The theory focuses on things:
• Efforts and performance relationship
• Performance and reward relationship
• Rewards and personal goal relationship
This leads us to a conclusion that:
9) The Porter and Lawler Model:
Lyman W. Porter and Edward E. Lawler developed a more complete version of motiva
tion depending upon expectancy theory.

Actual performance in a job is primarily determined by the effort spent. But it

is also affected by the person’s ability to do the job and also by individual’s perc
eption of what the required task is. So performance is the responsible factor th
at leads to intrinsic as well as extrinsic rewards. These rewards, along with th
e equity of individual leads to satisfaction. Hence, satisfaction of the individ
ual depends upon the fairness of the reward.
10) Clayton Alderfer’s ERG Theory:
Alderfer has tried to rebuild the hierarchy of needs of Maslow into another mode
l named ERG i.e. Existence – Relatedness – Growth. According to him there are 3 grou
ps of core needs as mentioned above. The existence group is concerned mainly wit
h providing basic material existence. The second group is the individuals need t
o maintain interpersonal relationship with other members in the group. The final
group is the intrinsic desire to grow and develop personally. The major conclus
ions of this theory are:
1. In an individual, more than one need may be operative at the same time.
2. If a higher need goes unsatisfied than the desire to satisfy a lower nee
d intensifies.
3. It also contains the frustration-regression dimension.
11) McClelland’s Theory of Needs:
David McClelland has developed a theory on types of motivating needs:
1. Need for Power
2. Need for Affiliation
3. Need for Achievement
Basically people for high need for power are inclined towards influence and cont
rol. They like to be at the center and are good orators. They are demanding in n
ature, forceful in manners and ambitious in life. They can be motivated to perfo
rm if they are given key positions or power positions.
In the second category are the people who are social in nature. They try to affi
liate themselves with individuals and groups. They are driven by love and faith.
They like to build a friendly environment around themselves. Social recognition
and affiliation with others provides them motivation.
People in the third area are driven by the challenge of success and the fear of
failure. Their need for achievement is moderate and they set for themselves mode
rately difficult tasks. They are analytical in nature and take calculated risks.
Such people are motivated to perform when they see at least some chances of suc
cess.
McClelland observed that with the advancement in hierarchy the need for power an
d achievement increased rather than Affiliation. He also observed that people wh
o were at the top, later ceased to be motivated by this drives.
12) Equity Theory:
As per the equity theory of J. Stacey Adams, people are motivated by their belie
fs about the reward structure as being fair or unfair, relative to the inputs. P
eople have a tendency to use subjective judgment to balance the outcomes and inp
uts in the relationship for comparisons between different individuals. According
ly:
If people feel that they are not equally rewarded they either reduce the quantit
y or quality of work or migrate to some other organization. However, if people p
erceive that they are rewarded higher, they may be motivated to work harder.
13) Reinforcement Theory:
B.F. Skinner, who propounded the reinforcement theory, holds that by designing t
he environment properly, individuals can be motivated. Instead of considering in
ternal factors like impressions, feelings, attitudes and other cognitive behavio
r, individuals are directed by what happens in the environment external to them.
Skinner states that work environment should be made suitable to the individuals
and that punishment actually leads to frustration and de-motivation. Hence, the
only way to motivate is to keep on making positive changes in the external envi
ronment of the organization.
14) Goal Setting Theory of Edwin Locke:
Instead of giving vague tasks to people, specific and pronounced objectives, hel
p in achieving them faster. As the clarity is high, a goal orientation also avoi
ds any misunderstandings in the work of the employees. The goal setting theory s
tates that when the goals to be achieved are set at a higher standard than in th
at case employees are motivated to perform better and put in maximum effort. It
revolves around the concept of “Self-efficacy” i.e. individual’s belief that he or she
is capable of performing a hard task.

15) Cognitive Evaluation Theory:

As per this theory a shift from external rewards to internal rewards results int
o motivation. It believes that even after the stoppage of external stimulus, int
ernal stimulus survives. It relates to the pay structure in the organization. In
stead of treating external factors like pay, incentives, promotion etc and inter
nal factors like interests, drives, responsibility etc, separately, they should
be treated as contemporary to each other. The cognition is to be such that even
when external motivators are not there the internal motivation continues. Howeve
r, practically extrinsic rewards are given much more weight age.
COMPANY 1 BAJAJ ALLIANZ PERSONAL INTERVIEWS WITH DEEPAK VARSHNEY (BRANCH MANAGER
) AND RAHUL (CSR)
Bajaj Allianz General Insurance Company Limited
Bajaj Allianz General Insurance Company Limited is a joint venture betwe
en Bajaj Finserv Limited (recently demerged from Bajaj Auto Limited) and Allianz
SE. Both enjoy a reputation of expertise, stability and strength.
Bajaj Allianz General Insurance received the Insurance Regulatory and Developmen
t Authority (IRDA) certificate of Registration on 2nd May, 2001 to conduct Gener
al Insurance business (including Health Insurance business) in India. The Compan
y has an authorized and paid up capital of Rs 110 cores. Bajaj Limited holds 74
% and the remaining 26% is held by Allianz, SE.
As on 31st March 2009, Bajaj Allianz General Insurance maintained its premier po
sition in the industry by achieving growth as well as profitability. The company
garnered a premium income of Rs. 2866 core, achieving a growth of 11 % over the
last year. Bajaj Allianz has made a profit before tax of Rs. 149.8 core and has
become the only private insurer to cross the Rs.100 crore marks in profit befor
e tax in the last years. The profit after tax was Rs.95 crores, which is also th
e highest by any private insurer.
For more details on a summary of our financials, please click here.
For a copy of our Annual Report 2008-2009, Please click here.
Bajaj Allianz today has a countrywide network connected through the latest techn
ology for quick communication and response in over 200 towns spread across the l
ength and breadth of the country. From Surat to Siliguri and Jammu to Thiruvanan
thapuram, all the offices are interconnected with the Head Office at Pune.
Vision
• To be the first choice insurer for customers
• To be the preferred employer for staff in the insurance industry.
• To be the number one insurer for creating shareholder value
Mission
As a responsible, customer focused market leader, we will strive to understand t
he insurance needs of the consumers and translate it into affordable products th
at deliver value for money. A Partnership Based on Synergy
Bajaj Allianz General Insurance offers technical excellence in all areas of Gene
ral and Health Insurance as well as Risk Management. This partnership successful
ly combines Bajaj Finserv s in-depth understanding of the local market and exten
sive distribution network with the global experience and technical expertise of
the Allianz Group. As a registered Indian Insurance Company and a capital base o
f Rs. 110 crores, the company is fully licensed to underwrite all lines of gener
al insurance business including health insurance.
Our Achievements
Bajaj Allianz has received "iAAA rating, from ICRA Limited, an associate of Mood
y s Investors Services, for Claims Paying Ability. This rating indicates highest
claims paying ability and a fundamentally strong position
Bajaj Allianz General Insurance has received the prestigious “Business Leader in G
eneral Insurance”, awarded by NDTV Profit Business Leadership Awards 2008. The com
pany was one of the top finalists for the year 2007 and 2008 in the General Insu
rance Company of the Year award by Asia Insurance Review.

UNIT LINKED

Regular Premium
New Family Gain II
New Unit Gain II
Family Assure II
Century Plus III
Unit Gain Protection Plus II
Smart Investment Plan II
Max Gain

Single Premium
Wealth Gain

PENSION

Annuity
Pension Guarantee

Retirement
Future Income Generator
Saran Vishranti
Retirement Advantage RP
Retirement Advantage SP
Future Secure II

TRADITIONAL
 Endowment
InvestGain
SaveCare Economy SP
Life Time Care
Super Saver
Invest Plus

Money Back
CashGain

TERM PLANS

Protector
Term Care
New Risk Care

WOMEN INSURANCE

House Wives

HEALTH

Care First
Health Care
Family CareFirst

CHILDREN PLAN

ChildGain
 YoungCare II

JUST LAUNCHED

Shield Plus
Group Seva Plan
Group Secure Life

OFFERINGS
Bajaj Allianz General Insurance Company Ltd. offers a range of insurance product
s to its clients. The following insurances are offered by the company:
• Motor Insurance
• Asset Insurance
o Home Insurance
o Shop / Showroom: Protection against all risks
• Health Insurance
o Health Guard
o Personal Guard
o Hospital Cash
o Critical Illness
o Silver Health
o E-Opinion
o Star Package
o Health Ensure
o Insta Insure
o Sankat Mochan
o Family Floater HG
o Tax Gain
• Travel Insurance
o Travel Companion
o Student Companion
o Pravasi Bharati Bima Yojana
o Travel Asia
o Travel Elite
o Travel Assist
o Swades Yatra
• Corporate Insurance
o Specialty Lines
Aviation
Marine Hull Insurance
Project Insurance
Sports & Entertainment Insurance
o Your Employees
Group Personal Accident
Group Health Guard
Group Critical Illness
Workmen s Compensation
Group Travel
Office
Office Package
Burglary
 Plate Glass
Public Liability
Fire
Money
D & O Liability
Fidelity Guarantee
o Manufacturing Unit
Fire
Business Interruption
Industrial All Risk
Workmen s Compensation
Engineering
Public Liability
Product Liability
Composite Public & Product Liability
Interview with company area sales manager:-
Deepak has been operating within the insurance field since . His position in the
company is to be responsible for the organization, he is working with the finan
ce department as well as with customer relations. He puts the customers in focus
and stress that it is essential to provide the right product to the right custo
mer. When I asked Deepak what he considers to be his benefits he answered that t
he major factor is freedom. Continuously, it is due to his flexibility in work a
s long as the work is completed. Nowadays, for the family’s sake he tries to be at
the office between 8 am to 5 pm. For him, job satisfaction is something importa
nt; the people working for him must be good colleagues with similar mentality.
The factor that motivates Deepak is the relationship with his customers; he has
become good friends with many of his customers during the years. Therefore, the
customers trust him and very often they phone and tell him to invest their money
without serious meetings. Deepak values the trust very highly, and has worked h
ard to create the good relationships. Before, money was a motivating factor
Furthermore, of course Deepak can effect a great deal when it comes to company i
ssues, and as mentioned much of his work can be also be adjusted after his deman
ds. When Deepak is describing his leadership, he refers to himself as kind and h
umble toward the employees. At the same time, he presupposes that the personnel
carry through their work tasks in a way suitable for their customers.

Interview with insurance broker

Rahul works at Bajaj Allianz as an insurance broker, he has been employed at the
firm from last 1.5 year. His working tasks are to sell life-insurance as well a
s different types of saving products, but his salary is not based on provision i
nstead it is fixed amount. Furthermore, Rahul notify that he can affect his sala
ry, depending on how well he perform his work task, and look upon that as some k
ind of reward.
According to Rahul his has no actual position in the company, certainly he is hi
red as an insurance broker, everyone gets involved in the organization, and for
example if the coffee-machine is broken everyone is concerned.
Moreover, when I asked Rahul to describe how he feels about his work, he answere
d the reason for that the boundary between his work and free-time is loose. Mai
nly, this depends on him not having a family and therefore no obligations, at th
e moment his work plays a huge role in his life. Additionally, he always enjoys
going to work on Monday mornings, and enjoys the daily contact with the customer
s. What Rahul finds beneficial with his work is the flexibility in working hours
, if he does not want to work on a Wednesday it is no problem as long as he comp
ensate it on another day. One more benefit is that he enjoys work and the workin
g climate is satisfying, this is important though he spends more time at work th
an at home. Bajaj Allianz does not have any fixed policies which provide their e
mployees with extra benefits, for example pension insurance, preventive health c
are and so on.
However, if an employee would like to have a specific benefit it is negotiable w
ith the director. Money is the primary motivator for Rahul; he knew very early t
hat with money he could buy the things he longed for. He believes that our socie
ty is influenced by the wage labour economy and that people want to get paid we
ll to be able to buy a fancy car, big house and nice clothing. Rahul is satisfie
d with his work and thinks it is interesting but at the same time he would not g
o there if he would not get paid.
In the end, Rahul is loyal towards Bajaj Allianz, he performs his tasks for the
success of the company and of course of his own interest. He wants to be recogni
zed for his work, especially from the person with more knowledge and experience

BANK OF BARODA
The Bank of Baroda was established in the year 1908 in Baroda. Ever since its in
ception, the bank has been growing and expanding its branches successfully. At t
he turn of a century, the bank has its presence in 25 countries across the world
. Bank of Baroda has progressively taken a step towards commitment and values by
providing uncompromising standards of service to its customers, stakeholders, e
mployees and the like.
Heritage & Ethics of Bank of Baroda:
The Bank of Baroda was started on 20th July 1908 under the Companies Act of 1887
. The initial capital invested was Rs. 10 Lakhs. The Maharaja was none other tha
n Sayajirao Gaekwad who, with his visionary insight, planned the beginning of a
reputed journey which over the years, came to be known as the Bank of Baroda.
It is interesting to note that during the period of 1913 to 1917; almost 87 bank
s in India succumbed to a financial crisis. However, the Bank of Baroda survived
the economic depression by dint of its financial integrity, business prudence a
nd concern uncompromising concern about its customers and clients. This has tran
scended down to the present ages and has become the motto of the bank.
Investor Relations:
By December 1996, Bank of Baroda penetrated the equity market by successfully im
plementing the ‘Follow on Public Offer’ of around 71 million equity shares in Januar
y 2006. In the present scenario, Bank of Baroda s public shareholding is as high
as 46.19 percent with a total equity capital of 365.53 crore. This is held by R
etail Investors, Banks and Financial Institutions, Employees, FIIs and OCBs, Mut
ual Funds, Insurance Companies and Others.
Key Financial Indicators - Profitability Ratios of Bank of Baroda:-
Particulars 31.03.05 31.03.06 31.03.07 31.03.03
01.03.09
Interest expenses/AWF 3.68% 3.65% 4.35% 5.10% 5.14%
Non-Interest Income/AWF 1.40% 1.12% 1.11% 1.32% 1.42%
Cost Income Ratio 46.24% 55.43% 51.30% 50.89% 45.38%
Net profit / AWF 0.72% 0.78% 0.82% 0.93% 1.15%
Return on Assets 0.71% 0.73% 0.72% 0.80% 0.98%
Yield on Advances 7.18% 7.43% 8.37% 9.53% 9.50%
Products & Services
Given below is the list of services offered by the Bank of Baroda:-
• Retail Banking
• Rural/Agri Banking
• Wholesale Banking
• SME Banking
• Wealth Management
• Demat
• ATM / Debit Cards
Bank of Baroda takes special care to look after the requirements of its sharehol
ders. Given below are the various benefits provided to the shareholders of the b
ank:-
• Change of address or names of Shareholders
• Transmission of shares
• Transposition
• De-materializing Shares
• Investors Services Department
• Registrars & Share Transfer Agent
• Bonds related to Transfer
• Lodgment of Shares
• Duplicate Share Certificate
Personal Services
• Deposits
• Gen-Next
• Loans
• Credit Cards & Debit Cards
• Services
• Lockers
• NRI Services
• FGN Currency Credits (Foreign Currency Credits)
• ECB (External Communication Borrowings)
• FCNR (B) Loans
• Offshore Banking
• Finance in Export and Import
• Correspondent Banking Facility
• International Treasury
Treasury service of Bank of Baroda includes Domestic operations and Forex operat
ions.
Rural Facilities:-
Domestic Services
• Deposits
• Priority Sector Advances
• Services

Interview with branch manager

H.K Agarwal works as a branch manager in sasni gate branch, BANK OF BARODA,. He
has been working in the finance sector since 1985, he chose this direction due t
o interest in economy and to meet people. H.K Agarwal is satisfied with his posi
tion where his main work tasks are to lead and coach the employees of the bank;
of course he also performs the ordinary bank tasks.
Continuously, he has the possibility to affect and make decisions, especially si
nce he is interacting with other branch managers in the Uttar Pradesh, where the
y discuss and can influence decisions made by the top management. H.K Agarwal th
inks it is beneficial to work with people and to make the customers satisfied; i
n addition he also enjoys seeing employees develop and grow. To H.K Agarwal the
working climate is very important, if a person does not feel comfortable at work
, as a manager you could force them to work, but only for a short time not in th
e long run. He says that it is essential to work as a team and to have the feeli
ng of
Belonging since we spend more time at work than at home, therefore they have act
ivities together to create a fellow feeling. H.K Agarwal also reflects about the
physical environment and how vital it is with functional spaces and modern tech
nology.
When i asked H.K Agarwal what factors those are motivating to him, he said that
it is important to reach the goal he has set, because he is a competitive person
. Moreover, he wants to be appreciated for his work, gladly with a pat on the sh
oulder. The work must also be enjoyable and one has to be open to changes or els
e the person will turn into a fat cat, as H.K Agarwal said. BANK OF BARODA uses
bonus-systems, one which is directly connected with the central organization, if
the company as whole reaches its goals during a year, every employee will get a
smaller bonus. Additionally, there is also a more local bonus, based upon the e
mployees’ individual achievement. H.K Agarwal also has smaller incentives in order
to encourage employees, for example giving the person who has done well a free
ticket to the cinema.
This idea depends on the fact that he thinks it is of great value to praise and
stimulate the employees. According to H.K Agarwal money must be a motivating fac
tor for the personnel or else they would not use bonus-systems. When it comes to
himself it is a combination of money and free time that is motivating, now a da
ys it is more about his family and living standards and not only money. He str
esses that a high pay check can be motivating for a short time, but the work mus
t be satisfying and fun. Furthermore, he is not doing his work task for his own
sake; instead he is hired by the company to perform the work of a manager. When
i asked him to describe his leadership he answered that he sees the employees as
well as the organization as a sport team, where he is the coach and every emplo
yee has their own key role.

Interview with cashier

Miss. Fatima works as a cashier at BANK OF BARODA, where she helps the customers
with daily banking tasks, for example selling bank services and handling money.
His working hours are between 10:00 am and 4 pm, when the bank has extra openin
g hours, and she finish at 6.30 pm, this results in shorter working week of 38.5
hours. Moreover, she has the chance to influence decision regarding her work, b
ut not the company as whole. What she finds beneficial with her work are the fle
xible working hours, if one of the personnel has to leave early or come late it
is possible to do so, but then of course they have to compensate it later. Moreo
ver, she enjoys meeting people and the feeling of doing something good. More mat
erial benefits are for example, subsidized lunch, discounted bank services and p
reventive health care. Miss. Fatima is hired by hours and due to that reason she
is not working with bonus-systems, but she believes that important to be reward
ed when performing well.
Today money is the primary motivator for Fatima, “If I would not get paid I would
not go to work” but also the feeling of performance, she feels satisfied after a d
ay’s work. Moreover, to meet people and sense fellowship with co-workers is also s
omething that makes her enjoy going to work. At the moment she is satisfied with
her position, but would like to advance in the future, and has the opening to d
o that in the company.
Finally, Miss. Fatima performs her work tasks both for the company and for herse
lf, he has a huge interest for the financial instruments and how to use them eff
icient. Of course, she is employed by BANK OF BARODA and does the work that is r
equired from her for the company. Working extra is not a problem for Fatima, esp
ecially due to her amount of free time today
COMPANY 3 PAVNA JADI PERSONAL INTERVIEW
WITH UMESH SHARMA(AGM) AND ANSHU SHARMA(ASSISTANT HR)

PAVNA is a full-capability provider of high quality automotive parts sol

utions for Two wheelers and wheelers applications, serving automobile manufactu
res in India as-well-as worldwide.

PAVNA has Joint Venture with ZADI SPA in Europe,

Italy, a leader in locks & ignition switches products for automobile.

As the most experienced automotive part solutions company in South Asia, PAVNA G
ROUP, enjoys a history of more than 34 years of innovation, technology, manufact
uring and market leadership. Today, PAVNA GROUP is a full-capability provider of
high quality genuine spare parts such as fuel cocks, auto locks, ignition swit
ches and other automotive parts solutions for automobile applications, serving a
utomobile manufacturing in India as-well-as worldwide.
PAVNA has ultra modern manufacturing plants in India, located in Aligarh, New De
lhi and Pune. These facilities have been laid out to match world s best plant en
gineering standards and as you hear this, my plants are busy producing automotiv
e products in large quantities to my customer s exacting standards. PAVNA Produc
ts has prestigious ISO- 9001:2000 Co. / TS 16949:2002 certification.
PAVNA facilities are manned by over a 600 highly skilled and specialized personn
el composed of associates, executives and manager
We have grown from success to success since foundation in the year 1971. The com
pany went for a Joint Venture in 2001 on its highly successful collaboration w
ith Zadi SPA, Italy.
Italy

Mission Statement

To retain and reinforce my position as a leading Indian manufacturer of automoti

ve genuine spare parts, to meet the aspirations of customers in domestic and exp
ort markets.
 Vision Statement
We, the proud members of the PAVNA family, shall strive vigorously to delight my
customers who are our very purpose, by pursuing excellence and innovation throu
gh committed team work. To this endIshall promote continuous learning, achieveme
nt orientation and ethical business practices, which will make us shine as a glo
bal player.

vna. All rights reserved

We are dedicated to achieve excellence in our work. PAVNA maintains the highest
ethical and professional standards and strives to stay on the leading edge in te
chnology, in an ever-changing environment.
While our greatest strength is the ability to understand the client’s goals, our s
uccess is very much attributed to strong teamwork, continuous R&D and the dedica
tion and commitment of each and every member of the PAVNA GROUP family to delive
r unsurpassed quality and reliable products & services to the total satisfaction
of all our customers.
Ibelieve that our historical success and future prospects are directly related t
o a combination of strengths, including the following :
»» Best ‘Speed to Market’ in Industry.
»» Cost efficiency
»» World class technology
»» Global scale of operations
»» Product range and expansion lend scalability to operations
»» Comprehensive CAD/CAM and product development capability
»» High Quality, motivated Human Resources
These extensive resources combined with our dedication to the highest profession
al standards enable us to support a wide range of our clients business needs.

Our customer base is highly diversified. Our market leadership has been attained
and preserved by successful utilization of our products by major global automot
ive manufacturers for several decades.

Interview wit AGM:-

Umesh Sharma works as a AGM at PAVNA ZADI, he is responsible for the production,
designing, HRD, qualityassurance, estate and security department. He describes
his work task as providing leadership for the abovementioned departments, moreov
er he has a position in the leader group in the company where he has the possibi
lity to make decision as well as influence them. Due to that reason Umesh Sharma
has the opportunity to make decision regarding his own work.
Something particular about PAVNA ZADI is that their working hours is reduced dur
ing the summer, between June and August they work between 8 am to 4 pm. Whereas
during the other months their working hours are from 8 am to 5 pm, additionally
Every now and then the employees have to work over time, especially when there i
s a meeting or other events scheduled in evenings. Umesh Sharma has been working
in the finance sector before as a controller, and he feels that the area is int
eresting to work within. Moreover, he describes his work as stimulating and exit
ing where he has the possibility to learn something new which satisfies his curi
osity, his work also offers contact with people. There are many factors that ar
e beneficial for Umesh Sharma in his work. For example, the working climate is v
ery good at PAVNA JADI and the environment is very free, there is an ongoing dia
log between managers and workers, and Marie’s door is always open.
Moreover, Umesh Sharma feels that he has fulfilled they company’s expectations on
his and even more. In addition, the people Umesh Sharma is responsible for are v
ery competent and he feels that he has the opportunity to delegate work and at t
he same time know that it will be done in a good way. More concrete benefits are
the payment, pension insurance, both the knowledge and the actual insurance, an
d for Umesh Sharma the closeness to work is very favorable.
When I ask Umesh Sharma what factors are motivating to his he declared w
hen one starts working the person build his or his free time and life from the m
oney they earn. Moreover, he thinks that money is motivating to a certain point,
but all in all it is more important with the work task and the working environm
ent. Of course, money plays a role but it is not the most important one. For Ume
sh Sharma it is a combination between work, family and free time.
When Umesh Sharma started at PAVNA ZADI his salary was a bit lower compared to t
he one he had before, but this did not bother his due to the fact that his new
tasks and responsibility was more challenging. His raise in salary in the past h
as been encouraging but the motivating result did not last for long, it is more
of a price tag of the performed work.
Finally, Umesh Sharma carries out his work tasks both for the company, what is e
xpected from his position, but also for his own sake, because he feels that he c
an develop and grow as a person. When he describes his leadership, he thinks tha
t he is open and a good listener, but he stresses that it is important to keep a
distance and not be too good friends. Continuously, he also characterizes himse
lf as a leader who stands for his decisions. and it like a ripple the way the le
ader think is appointed for the company .
 Interview with sales person
I got the opportunity to make an interview with Anshu Sharma who covers
two positions within the PAVNA ZADI, one as salesperson in customer service and
one position in the HR department. He finds his work tasks varied and interestin
g, but at the same time she has to participate in all meetings twice, which take
more time. Anshu Sharma has the same working hours as Umesh, but he also has th
e opportunity to flexibility, one hour in the mornings and one in the afternoon.
Anshu Sharma has always been working within the HR sector, before PAVNA JADI s
he was employed as an insurance salesperson, but she feels that her current work
involves more tasks and therefore this work is more exciting. Moreover, it is p
ossible for her to effect and influence decisions concerning her position in t
he performance review. There are many opportunities for development both with ed
ucation and self within the company but the workers have to take own initiative.
The benefits that are provided for the workers is among many, the flexibility in
working hours, preventive health care, subsidized lunch and pension, insurance.
Moreover, PAVNA ZADI pays a lot of attention to social activities outside work,
where it is common that all personnel socialize during and after working hours.
According to Anshu Sharma her salary consists of a fix amount and one varied par
t, which depends on the number of recruit she has managed. If she works harder a
nd she will earn more, and she sees that as a reward, more or less as a carrot.
Moreover, Anshu Sharma states that of course one would like to earn as much mone
y as possible but it is not everything, instead the working climate is important
. The positions she has in the company satisfies her need for the moment, she re
cently started in the HR department. In the future, she would like to advance an
d feels that she has the opportunity to do so.
The factors she finds motivating are the feeling of doing something good, to be
appreciated and that she can contribute with something. Anshu Sharma is also ver
y loyal towards the company, and has no problems with working overtime. She perf
orms her work tasks both for his own sake and for the company, when she is worki
ng in the HR department it is to learn new things, and when she is working as a
salesperson, which she knows by heart, she does it for the company.

Methodology
Research journey
When I started to think about an appropriate topic for my research, motivation w
as the first thing that came to my mind. I am very interested in management, and
motivation plays a significant role in organizations and work in general. Furth
ermore, I want to discover if a difference exists regarding motivation to work b
etween a worker and a manager. I have created a time schedule that shows the jou
rney of my research. After deciding the topic and writing the introduction I wil
l start to find relevant literature, such as existing theories by well- known au
thors as well as more contemporary articles referring to motivation to work. Whe
n the methodology is completed it is natural to start to contact possible compan
ies that would be suitable for my empirical framework. My objective is to use co
mpanies which operate in different sector and also use more than one company to
create a wider picture of what motivates people. Moreover I will, were it is pos
sible, interview managers and workers within the same company. My data collectio
n will be of importance for me to understand the difference in motivation betwee
n the two. The theories that I find useful and worthy to use in my research will
 help me to analyze and interpret the information that I have collected from the
interviews. I am inspired to find out if there are some aspects that distinguis
h the manager and the worker. These will be presented in my final conclusion. I
hope my work and findings will create a curiosity and contribute to further rese
arch in the subject.

Pre- understanding
It is important to have a pre- understanding when one would like to interpret an
d understand the collected material. The definition of pre- understanding is pre
vious knowledge about the subject, and experiences from the field that one is in
vestigating. A person’s experience can derive from both personal and working life
and from others through books, reports and lectures. Although, it is important t
o have a pre-understanding and one has to be open for new information and interp
retation. Taking all of this into consideration, I would like to present my pre-
understanding regarding management and motivation. The two authors have the same
academic background. I have chosen the path of management and have therefore ex
panded my knowledge within the area. Previously, studied basic organization theo
ries. One of the authors has studied psychology on university level and I feel t
hat that knowledge will also contribute to my research. Motivation also plays an
important role in psychology and in order to accomplish something I depend on m
otivation. Moreover, it can be useful knowledge when I interpret and analyze the
gathered information. I feel all my previous knowledge will be advantageous for
me to carry out good ideas and usable arguments for the conclusion

Research strategy
It is important for the researcher to decide what kind of research strategy he o
r she should Use, “there are two ways of establishing what is true or false and to
draw conclusions: induction and deduction.” In the inductive strategy the researc
her tries to create general conclusions, where the theory is the result of the s
tudy. However, these conclusions could not be one hundred percent certain due to
the reason that they are generated from The research process begins with data c
ollection and observations that lead to findings from which a theory can be deve
loped, On the other hand, the deduction strategy relies on logical reasoning an
d develops hypotheses from already published material. The starting positions in
this case are theories, concepts and models, where they are being used to expla
in the collected data as well as the studied phenomenon. This type of strategy i
s often used when the researcher test the theories in practice, and adopt quanti
tative studies.
OBSERVATIONS FINDINGS THEORY BUILDING
Finally the abovementioned strategies are usually combined as one, adduc
tive strategy. Additionally it is substantial to see the adductive strategy as a
mixture of both and not as a new strategy. In my research I will use the combin
ation, the underlying reasons is that theory will be presented before collecting
data, and when collecting it I will use qualitative data. Two ways of structuri
ng and working with a research, I will use the first way (1) and not the second
way, which is influenced by inductive strategy. In the first way the researchers
use existing knowledge to be able to structure the research problem, and to kno
w which facts are relevant and should be considered.
Money as primary motivator
In the book of Jackson and Carter called Rethinking Organizational Behavior, the
y have questioned traditional ways of understanding organization. Interestingly,
the primary reason for work could only be money according to their perspective.
Jackson and Carter claim that I live in a wage labor economy and therefore peop
le put a price on their work efforts. All other factors regarding motivation are
only secondary, in other words money comes before all non-material motivators.
They strengthen their argument with the statement that people “can survive without
job satisfaction, but cannot survive without a wage”
Withal, the main purpose to work is not the work itself instead it is the reward
s and bonuses given by the organization. Jackson and Carter argue that need theo
ries concerning motivation to work are misinterpreted. Preferably, such indicati
ons only rely on social constructions and are to be generalized. Additionally, t
hey stress that motivation is a product of the human mind and therefore it is im
possible for a person to directly motivate another person.
On the contrary a manager is capable of de-motivating a worker due to the fact t
hat incentives are restricted or due to a failure made by the worker. A manager
can also demotivate by creating a bad atmosphere at the workplace, for example,
by treating the workers with a lack of respect. Another noteworthy aspect mentio
ned in Rethinking Organizational Behaviors is that people are different, at leas
t when it comes to social classes “to make the rich work harder you pay them more,
to make the poor work harder you pay them less” There is no point in being rich i
f one does not get the possibility to communicate one’s status (e.g. have nice car
, wear fancy clothes) especially for those worse

Incentive motivators
Alexander D. Stajkovic and Fred Luthans have completed a study upon Differential
effects of incentive motivators on work performance. The most common incentive
motivators used in organizations are money, social recognition and performance f
eedback where it is important to recognize the differences in effect. Stajkovic
and Luthan claim that money is the most frequently used motivator, especially ca
sh payment. Moreover, this type of motivation brings huge costs for an organizat
ion. For the employee money is not only an amount of notes instead money gives t
hem the opportunity to buy things that they long for. With al money is a motivat
or because it can be used to satisfy physiological and psychological needs. Soci
al recognition involves personal attention through communication where one is ap
proved and appreciated for one’s work. This does not have any direct costs for the
organization, except that it demands much effort from both managers and colleag
ues. The outcome is that people will act in a way which gives them social recogn
ition and avoid Behavior that causes other’s disapproval.
Finally, the article reflects upon performance feedback as a motivator, when one
is performing a task it is for his or her importance to be evaluated for what t
hey are doing. It is crucial to communicate to the employees how they have perfo
rmed in relation to how they could have performed to be able to improve their wo
rk. This process includes the individual to develop self- reflection and thereby
create a better knowledge about the environment and themselves, which is seen a
s a motivator. In the end, the authors state that the mentioned motivators are i
ndividual and depending on the context, and they can differ from person to perso
n
Manager motivation
Jay T. Knippen a professor at University of south Florida and Thad B. Green who
is a business author and consultant have written an article regarding the questi
on of what motivates one’s boss. The article start off with a quote “Only God knows
and he won’t tell. But when you find out tell me and two of us will know.”There are
six different steps that one could use to analyze a manager’s behavior. The first
one is called review the basics of motivation, which the authors of the article
refers to as a guessing game. The reason is that it is an ongoing process which
never ends, a manager can be motivated by many different factors and those can b
e changed over time. The one who is investigating the behavior should analyze ho
w the manager behaves and what s/he values in life. Some examples could be; alwa
ys be right, play it safe, be liked, look good, be in control of everything, hav
e job security etc.
Continuing, once one has made one’s guesses of what the motivators are, one should
try to understand why they motivate. This will be done by asking the manager, a
sking others in the surroundings watch the manager and listen to him or her. Whe
n the investigator interviews the manager it is not always certain that the mana
ger will be totally truthful.
Moreover, one could ask other people who know the manager to get information abo
ut what motivates him or her. In addition, to watch the manager is a good way of
seeing how s/he behaves in different situation, where one should try to identif
y the motivational factors. It is of great importance that the person who wants
to know about manager behavior listens carefully to what s/he is saying. This mu
st be done to be able to analyze and interpret what motivates the manager.
Finally, the more often a motivator will occur, the more it is a sign of what mo
tivates the manager. Trying to define which factors affect him or her often will
determine the important motivators. If a manager is dominated by enjoying power
, advancement and money, s/he will not be concerned about the workers and if s/h
e is liked or not. On the other hand, a manager can be influenced by appreciatio
n from others as well as good relationship with co-workers and job security wher
e that manager is not very result oriented and not egoistic

RESEARCH METHODOLOGY
“The purpose of methodology is to describe the research procedure. Thi
s includes overall research design, sampling procedure, data collection method a
nd analysis procedure.”
Stage-1
Familiarization with the company and formulation of the objectives.
Stage-2
In this stage the method & survey areas in city were finalized.
Stage-3
In this stage survey instruments i.e. questionnaire form was given a
nd was modified and finalized under the guidance of Area Managers.
Stage-4
The fieldwork was carried out in this stage for data collection, in t
he areas allotted for survey.
Stage-5
In this stage analysis and interpretation was done and conclusions
and suggestions were given for improvements needed in distribution activities.

OBJECTIVES
1. Clarify the differences in motivation to work between manger and worker
exists or not.
2. To study the factor effect motivation between manager and worker.
3. To analyze the differences occur in efficiency between both the parties.
4. To assess whether money and other extra benefit motivate both the partie
s.

RESEACH DESIGN:
Sampling universe : finite
sampling units : managers and worker
Sample size : 20
Sampling technique : judgmental sampling

RESEARCH INSTRUMENTS:-
Researchers mainly have a choice of instruments like the following:
Interview
Questionnaire
In collection of primary data, I have used structured questionnaire with close
d ended and by taking interview .
ANALYTICAL TOOLS: -
The used analytical tools were average, percentage, ratio, graphical an
alysis using Microsoft Excel and Microsoft Word.
SOURCE OF DATA:-
Primary data:-
The primary data to be selected was based upon the response of the res
pondents to the questionnaire designed. After a lot of discussion with the senio
rs and project guide, the self-designed questionnaire was developed for Primary
Data Collection. The questionnaire consists of closed ended questions. A part of
Questionnaire was targeted to know the personal details of the respondents. Ano
ther part comprised of the self-designed questionnaire and will consist of close
d ended questions with every question having its own importance and meaning.
Target population:-
Managers as well as worker of the particular organization.
Secondary Data:-
The secondary data was collected by referring through web sites, magaz
ines and the final data was analyzed systematically to achieve the desired resul
t.
Secondary data used collected from the sites of the organization, and searched
data from Google.com, CiteHR.com etc.
ANALYSIS OF INTERVIEW
Introduction
First of all I would like to mention that each and every person that I have inte
rviewed has contributed with many interesting aspects regarding work and motivat
ion. In order to present the data that is relevant for my study, I will not exam
ine each person individually. However, I will divide the interviews into two gro
ups, worker and manager. My interviewees have not discussed the questions in exa
ctly the same way, but still considerable similarities can be interpreted within
the answers.
I am aware of the fact that a critical eye is necessary while conducting a resea
rch. However I feel that the interviewed persons have answered in a truthfully w
ay, the reason is probably that I have asked personal and individual questions t
o them, mostly, because I am not interested in company issues or policies how th
e company motivates their employees.
Interestingly, my first observation is that persons working in a manager positio
n are older and have more experience. On the other hand the persons working in t
he worker position are younger and not that experienced. Naturally, this applies
for my study and due to my interviews.
In general, I can see that the interviewed persons perform their work tasks eith
er for the companies’ sake or as a combination between the company and themselves.
The tasks they perform can be viewed as work and not as play because the work t
asks have a distinct purpose. Moreover, due to the fact that the interviewees ge
t paid for their achievements support the discussion regarding work and not play
.

Worker and manager analysis

A common factor between the ones Interviewed is their feelings about their work.
Everyone enjoys their work, have an interest for the line of business and love
the contact with other people. If I summarize these mentioned factors about how
they feel about work it can be connected to Herzberg’s dual- factory theory, where
work itself is a motivator which leads to job satisfaction.
Moreover, the person experience motivation when performing the actual work tasks
. I believe that people must enjoy their working atmosphere and the work itself,
mostly due to the fact that people spend more time at work than at home. In add
ition, if a person has negative thoughts about his or her work I think it is har
d to be motivated at all. Surely, a person could manage the situation for a shor
t while but not in the long run.

Possibility to affect decisions

When I talked to the workers I were surprised to find out that they have the opp
ortunity to affect decisions regarding their position, I did not expect them to
have as much influence. Especially, concerning their working hours and internal
education, working hours which are flexible, and in one case depend on the seaso
n and the fact that they all have the possibility to advancement. I believe that
the workers experience a sense of freedom in their work and therefore increase
their feeling of influence over decisions regarding their positions.
Moreover, I think this openness can contribute to motivation to go to work. In m
y opinion a parallel can also be drawn to Herzberg where advancement is a motiva
tor, where he claims that opportunity to reach a higher position within the orga
nization increases job satisfaction and will keep the workers motivated for a lo
ng time. All of my workers are happy with their position at the moment, but will
definitely reach for higher positions in the future. Reasons for this could be
that they are fairly new on their position, their relatively young age, and they
feel that they have more to learn.
On the other hand, the managers have more impact on decisions regarding the whol
e company, much depending on their position within the organization. Where the p
osition itself gives them the chance to be involved in decisions regarding the e
mployees they are responsible for as well as issues concerning the company.
I do not see the possibility to make decisions itself as a motivating factor for
the managers; instead I believe that they are still motivated by the previous a
dvancement within the company. Moreover, Herzberg states that advancement as mot
ivator is something that last for a long time so therefore this has already been
achieved. When I asked the manager if they are satisfied with their positions a
nd they all agreed.
Working climate
Another interesting factor is the working climate; all workers believe it is imp
ortant to have friendly colleagues and nice working environment. Additionally, a
s Rahul at Bajaj Allianz stated during the interview “enjoys going to work on Mond
ay mornings.” I understand the workers thought about their working climate as some
thing that must be there so that they can experience a good environment at work.
I imagine that my interpretation of the interviewed workers can be agreed with
McClelland’s need theory. One of the conclusions McClelland has presented is the n
eed for affiliation among workers, because friendship and good relation with col
leagues are important for them.
Even though the working climate is important for the workers, during the intervi
ews it became clear to us that it is vital for the managers. They strongly stres
s how important it is to communicate the friendly environment so that the organi
sation functions and that the employees experience belongingness. For example, w
ith an open door, team spirit and trust. Furthermore, during the interviews with
the managers they often pointed out how essential the working climate is, I see
this as a motivating factor for them.

Discussion regarding benefits

In my case the workers pay attention to the concrete benefits provided by the co
mpany. At Indo gulf fertilizer the employees get subsidized lunch, prevented hea
lth care, flexibility in working hours. In addition, at the employees get simila
r benefits as Pavna Jadi.
On the other hand, at Bajaj Allianz the benefits for employees are not distinct,
but they have possibility to turn to manager and negotiate the benefits the per
son wish for. I guess that the subsidized lunch is there for the reason that the
colleagues can talk to each other about more than work tasks, the company wants
their employee to socialize during lunch hour.
Furthermore, the lunch gives them the opportunity to talk with people within the
company to whom that they usually do not converse with. I also believe that the
 whole idea create a positive thought, going out to eat is something exciting fo
r all most every person. Another factor that can be pointed out is the feeling o
f fellowship between the employees, and this is positive outcome of the subsidiz
ed lunch. Of course, BANK OF BARODA does not provide subsidized lunch, but on t
he other hand they already have a strong fellowship between the people working a
t the firm, mostly due to the small size of the organization. Moreover, I believ
e that if BANK OF BARODA will expand in the future, subsidized lunch will be pro
vided.
On the contrary, the managers in the interviewed companies do not refer that muc
h to the concrete benefits for them the working climate is more important. The m
anagers see the working climate as an actual benefit. In my opinion I imagine th
at the managers have another perspective regarding the working climate, due to t
heir positions, where they are hired as managers and therefore have the responsi
bility to guide the personnel. Moreover, I think that the working climate plays
a great role since they work active with it.
Aspects of motivation
When I conducted my interviews I recognized common factors regarding motivation
within the group of managers and within the group of workers. Everyone is satisf
ied with their current position and enjoys going to work.
In my research all the workers describe money as a huge factor when it comes to
motivation. Two of the interviewees stress that they would not go to work withou
t any payment. Indeed, the more non material factors such as working climate, in
terest in work itself is important to them, but money is discussed as the most e
ssential motivator. According to Vroom a person would like to be rewarded and th
e reward must be tangible, and I believe that money is tangible.
I understand the workers desire for money as a hunger for material things, they
are (in my case) young and have not been active in the labor market for that lon
g, and therefore they have a need for buying things they long for. As the articl
e of Stajkovic and Luthans mention, that money can be used to satisfy physiologi
cal and psychological needs. Moreover, as Vroom point out, people cannot be moti
vated by something they do not want, as I see it, the workers want things and th
erefore long for money. Furthermore,
Jackson and Carter also describe how important money is when it comes to motivat
ion, and that people can survive without job satisfaction but not without a pay
check. Additionally, the workers wish money as reward for their performance, per
haps not a bundle of bank notes, rather a bonus or a pay increase. I believe tha
t this type of reward has to be visible and concrete for the workers, so that th
ey can actually experience that they accomplished something good for the company
. At the same time it is appropriate to mention what H.K Agarwal at BANK OF BARO
DA discussed during my interview regarding bonus- system. Where he believes that
it would not stay alive if people where not inspired to worker harder when they
can receive a bonus. On the other hand, the managers do not mention tangible re
ward at all when I asked them how important reward is for their performance. Ins
tead they pay attention to more non material factors. A parallel can be drawn to
Herzberg’s dual- factor theory, where he declares that achievement, recognition,
work itself, responsibility and advancement are motivators. If I compare his ide
a to my material from the interviews with managers I can discover that achieveme
nt, recognition, work itself and responsibility are harmonized. If these differe
nt factors are fulfilled the job satisfaction will increase.
What I believe are important for the managers are appreciation for their work, a
nd be recognized by others in the company, responsibility in their positions and
as mentioned before a great interest of performing the actual work. In my case
the motivator called advancement is not new for the managers, due to the fact th
at there are already happy with the position they hold, as I stressed before, th
is motivator has already been
achieved.
Moreover, Stajkovic and Luthans discuss in their article incentive motivators, m
oney, social recognition and performance feed back. I have argued that money is
more important for the workers than the managers. Of course, money is important
for managers to a certain point, and as they told us during the interviews, mone
y was more important when they where young and fresh on the labor market. At the
present they are more concerned about social recognition, which Stajkovic and L
uthans define as being approved and appreciated for the work they perform. Anoth
er management theorist who has researched about motivation to work is McClelland
, where he has defined needs, achievement, power and affiliation. McClelland al
so declares that the need for achievement and need for power are often more reco
gnizable for managers. I imagine that my interviewed managers comply with the ne
ed for achievement where a person wants individual responsibility and likes to m
ake decisions. I believe that the managers like to make decisions or else they w
ould not have applied for the position.
Furthermore, a common aspect that my interviewed managers discussed was the impo
rtance of family and free time. I think that money has lost a bit of its interes
t, the managers already live in house they like, drive the car they have longed
for and have a family. For them nowadays it is more essential to have the weeken
d to spend time with their families. Finally, what also seems important for the
managers are once again the
working climate, to enjoy their work and colleagues and the feeling of doing som
ething good

ANALYSIS AND INTERPRETATION OF QUESTIONNAIRE

Q1.) Are you satisfied with the support of the hr department?
Rank worker manager
highly satisfied 0% 30%
satisfied 60% 70%
neutral 40% 0%
dissatisfied 0% 0%
highly dissatisfied 0% 0%

INTERPRETATION:-
From the above graph I can say that in my research work manager are satisfied wi
th the support of the HR department and they HR department also work according t
heir wish as on any decision they all work in a team while when we ask to the wo
rker they are not much satisfied with the hr department as they are totally agre
e that HR department has no keen interest in them and they have not much ability
to change any decision regarding their on wish.

Q2.) Which type of incentive motivates you more?

item MANAGER WORKER

FINANCIAL 0% 0%
NON-FINANCIAL 0% 0%
BOTH 100% 100%
INTERPRETATION:-
From the above graph I can say that whether in the case of manager or in
case of worker both the parties are in the favors of financial as well as non-f
inancial incentives because these items motivate them to do the work with full e
fficiency.
Q3.) How far you satisfied with the incentives provided by the organization?
ITEM MANAGER WORKER
STRONGLY AGREE 90% 10%
AGREE 10% 80%
DISAGREE 0 10%
STRONGLY DISAGREE 0 0
INTERPRETATION:-
in Incentive which are provided by the company to their employee for their pleas
ing work, it influence the worker more because they are mostly motivated in the
monetary term while manager run for recognition, name, position, reputation, mon
ey is important to some extend so from the above graph it is clear that in compa
rison of manager, employee give much preference to incentive so monetary term is
a motivator for the workers.

Q4.) Are you extremely motivated by commercial success?

ITEM MANAGER WORKER

INCREASED SALE 24% 18%
REDUCED COST 0% 1%
PROFITABILITY 12% 5%
PROMOTION 64% 76%
INTERPRETATION:-
From the above diagram I came to know that reduced cost as well
as profitability of the organization does not much affect but promotion is that
factor which affect both the side very well .i comparison to worker sale is tha
t factor which influence manager more as they assume that as much as the sale in
crease in the organization they get the advantage. So I can say that commercial
success motivate the worker as well as manager.

Q 5) Rank the following factor which motivate you most

Q6) Do you think that incentives and other benefit will influence your performan
ce?
ITEM MANAGER WORKER
INFLUENCE 93% 100%
DOES NOT INFLUENCE 5% 0%
NO OPINION 2% 0%
INTERPRETATION:-
In my research, I come to know that the extra benefits which are given to the wo
rker 100% affected as they are more concern toward their work or I can say job w
hile manager also influence by the benefit criteria but some managers have diff
erent point of view that they are not exaggerated by the incentives but the rati
o of such type of respond is minimum that it may be count in as nothing.
Q 7) is your company is eager in recognize and acknowledge employee work?
ITEM WORKER MANAGER
STRONGLY AGREE 32% 61%
AGREE 36% 25%
NEUTRAL 28% 8%
DISAGREE 2% 5%
STRONGLY DISAGREE 2% 1%
INTERPRETATION:-
From the study, I approach that manager are strongly believe that the company is
eager and ready to acknowledge the employee worker while in the case of
manager also influence by the benefit criteria but some managers have different
point of view that they are not exaggerated by the incentives but the ratio of
such type of respond is minimum that it may be count in as nothing.
Q 8) Does the organization involve you to decision making are connected to your
department?
ITEM WORKER MANAGER
YES 56% 97%
NO 30% 2%
OCCASIONALLY 14% 1%

INTERPRETATION:-
After the survey I am surprised that
the decision making because earlier
not involve the worker decision and
ecision or for the well fare of the
in the organization workers also involve in
the study I thought that organization does
97% manager always ready to involve their d
company.

FINDINGS
From the whole study I come to know that manager and workers are motivated diffe
rently because both belong to unlike designation and workers are not much suppor
ted by the top management as they believe that these are easily hired and fired
but manager are not treated as like workers.
According to my survey, factors which affect worker is in monetary term while ma
nager are not in the favor yet to some extent they are in fond of money because
it is that trough which they get bread but recognition, name ,and fame are more
important for them.
 As far as concern about the efficiency, it is truth that efficiency of the emplo
yee moor depends on motivation, if the employee is not motivated by monetary and
non-monetary term than their efficiency level down.
Through the survey I come to familiar that money and other benefit motivate both
the parties .
CONCLUSION
I would like to present the results I have found during my study. Differences in
what motivate a manger and a worker has been discovered. In this chapter, I wil
l reveal my outcome of the journey, enjoy!
--------------------------------------------------------------------------------
-------------------------------
The whole process of writing my thesis has contributed to a greater knowledge of
motivation to work, especially while studying previous presented theories. From
the interviews I have gain much information regarding the subject and given us
a deeper insight of motivation. All in all my research has made it possible for
me to draw exciting
Before starting to present the different findings for workers and managers, I wo
uld like to say that without an interest for one’s work motivation could be hard t
o define. Luckily, all interviewees participating in my thesis have a huge inter
est within their line of business and the company.
My conclusion of what motivates a worker is, primarily money. They want to recei
ve tangible rewards for their performance, for example bonuses and pay increase
for the same work which can be viewed as money, in one way or another. Moreover,
the craving for material benefits, subsidized lunch, preventive health care, wh
ich can be used to strengthen my argument that money is what motivate workers. C
ertainly, the working climate matters for the persons in worker positions, howev
er I feel that this is not the essential working motivator. My conclusion of wha
t motivates a manager is, working climate, recognition and free time. They exper
ience a positive recognition as a reward as well as working climate, and do not
pay attention to material ones. Moreover, I have discovered how important good r
elationship with colleagues, acknowledge for their work and to create a pleasant
working environment are.
The other factor that motivates a manager is his or her free time, where the per
son wants time for activities other than work. Of course, the managers would not
work for free, they still want to have a realistic pay check, and however money
plays a smaller role for the manager.
To answer my research questions, there are differences in motivation to work bet
ween a manager and a worker. The major difference is money for the workers and r
ecognition, working climate and free time for the managers’ .I imagine that money
will attract people to a job, but recognition and development will keep people.
For final outcome of my research I would like to use a cliché, the grass is always
greener on the other side of the fence. I have reached the conclusion that peop
le always want more. However, the workers want more things and therefore they ur
ge for more money, and that is what drives them forward. On the contrary, the ma
nagers need for money has decrease over the years; they own the material thing t
hey want. Instead, the non material factors as family and friends are fundamenta
l for the manager and that is what drives him or her forward. In addition, what
they want is to create a better working place, make tasks more effective and be
there for The employees, because it can always be better according to them.

LIMITATIONS

Following are the limitation of the study-

The response of the worker is very negative nobody is ready to fill the forms.
 Sample size was very small personally I went in to three industries.
Through the mail I get only 5 mails from the 25 mails.
The whole study last for one month, it’s a good time but these types of project sh
ould be given at least two month.
The study was conducted in Aligarh personally so it’s not universal.
The questionnaire has two forms that I took interview as well as there is some q
uestionnaire.
I concentrated my research on the private sector, where occupations within that
area are being used, where the public sector would not be included.
Because of face to face interview workers are hesitate to tell the answer.

SUGGESTIONS
A survey is not complete without the suggestions because when a study is done to
know the reasons of the problem then solutions should be a part of the project:
-
There should be a family environment in the office so workers are more c
o-operative.
Managers must talk to the workers directly to know their problems relate
d to any grievance, frienge benefits etc.
There should be good relation between top management ,middle and lower l
evel management.
There should be organizing a competitive environment toward work so each
and every employee performs the work.
Managers must be involved in the decision making of their department bec
ause they easily understand those needs and wants and as well as the level of mo
tivation itself increase by these type of exercises.
Conclusion

APPENDICES
Interview session is conducted Instructions of analyzing questionnaire
As far as concern the questionnaire I have divided my questionnaire in to two pa
tterns first is interview session and second is questionnaire.
In Interview session I personally meet with the manager and the worker of partic
ular company. I have asked 19 question from the manger and 18 from the worker.
The Likert scale has been chosen for the questionnaire:-
o Strongly agree
o agree
o neutral
o disagree
o strongly disagree
The questionnaire has been given in 3 companies personally with a judgmental sam
pling.
Evaluation is depending on how many employees have same opinion on particular qu
estion.
No. of employee (agree, strongly agree, disagree. and strongly disagree) are div
ided by the total no. of sample size.

ANNEXURE
Books:-
Research Methodology methods & techniques - by C. K. Kothari
Human Resource Management text and cases - by V.S.P. Rao
Human Resource Management - by K. Ashwathappa
Websites:-
http://www.google.co.in/
citeHR.com,HR.com
http://www.rediffmail.com
https://mail.pavnagroup.com
https://mai.bajajallianz.com
http://www.ask.com/
https://www.bankofbaroda.com
Other Sources
Company Prospectus

Motivation to work- differences between manager and worker

Company: ________________________________________
Interviewee: ______________________________________
Date_____________________________________________
1. Can you tell us shortly about your organization? .......................
.....................................
2. What kind of position do you have in your company? What tasks do you per
form? ......
3. What are your working hours? ...........................................
........................................
4. How long have you been working for (the company)........................
...........................
5. How long have you been operating in this line of business? .............
...........................
6. How do you feel about your job? ........................................
.........................................
7. Can you influence your work/ company decisions? ........................
................................
8. What is beneficial with your job? What are your benefits? (If there are
any) …………
9. What role do they play in your life? ...................................
..............................................
10. Does your work include a bonus- system? Is it important for you to get r
ewards for your performance?
11. How important is the working climate for you? ..........................
......................................
12. Are you satisfied with your current position? If not, do you have the po
ssibility to advance?
13. What factors would you say are motivating to you? ......................
................................
(1) Some people say that it is money that motivates them, what would you say
to them?
(2) some people say that it is non-material factors that motivates them,
14. What would you say to them? ............................................
............................................
15. How important is the salary in relation to non- material factors? ......
.............................
16. What would it take for you to work extra hour? ………………………………………..
17. If you would be offered to work extra on a Saturday for an extra bonus,
what would you say? ………………………………………………………………………………..
18. Do you perform the task that you’re supposed to do, for the company’s sake o
r for yourself? ………………………………………………………………………………
19. How would you describe your leadership? (Only for manager)………………………

Motivation to work – difference between manager and worker

Respected sir/madam,
As a part of my project I would like to gather some info
rmation from you which will help me an in depth study of project .I would highl
y obliged if you co-operate with me in the questionnaire .since the questionnair
e is being used for academic purpose ,the information gather will be strictly co
nfidential
PREETI MAHESHWARI
KINDLY FILL THE FOLLOWING
(Please put a tick mark in the appropriate box)
Q1.) Are you satisfied with the support of the hr department?
a) Highly satisfy
b) satisfy
c) Neutral
d) dissatisfy
e) highly dissatisfy
Q2.) Which type of incentive motivates you more?
a) Financial
b) Non-financial
c) Both
d) Q3.) How far you satisfied with the incentives provided by the organizat
ion?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
Q4.) Are you extremely motivated by commercial success?
a) Increasd sale
b) Reduced cost
c) Profitability
d) promotion
Q 5) Rank the following factor which motivate you most?
Rank (1, 2, 3, 4) respectively
Number Factor Rank
1 Salary increase
2 Promotion
3 Leave
4 Motivational talks
5 Recognition

Q6) Do you think that incentives and other benefit will influence your performan
ce?
a) Influence b) Does not influence
c) No opinion
Q 7) is your company is eager in recognize and acknowledge employee work?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
Q 8) Does the organization involve you to decision making are connected to your
department?
a) Yes
b) No
c) Occasionally
Q 9) Provide the rate:-
Strongly agree 5, Agree 4, Neutral 3, Disagree 2, strongly disagree 1
Number Influencing factor Rating
1 Reasonable periodical increase in salary
2 job security exist in the company
3 Good relation with co-worker
4 Effective performance appraisal system
5 Good safety measure adopted in the organization
6 Performance appraisal activities are helpful to get motivated
Thank you