Comparative Study of Employees Motivation Levels in Two Modern and High Technology Organizations with Well Established Departments

for Human Resource Development

Guide: - Prof. Maria Xavier Dr. N S Pathak Investigator: - T D Joshi, DEE

FACULTY OF EDUCATION AND PSYCHOLOGY M S UNIVERSITY OF BARODA VADODARA INDIA MARCH 1990

Comparative Study of Employees Motivation Levels in Two Modern and High Technology Organizations with Well Established Departments for Human Resource Development

Dissertation Submitted In Partial Fulfillment of the Requirements for the Post Graduate Diploma In Human Resource Development

TO

The Faculty of Education and Psychology Maharaj Sayajirao University Vadodara

Guide: - Prof. Maria Xavier Dr. N S Pathak Investigator: - T D Joshi; DEE March - 1990

ACKNOWLEDGEMENTS I take this opportunity to convey my sincere gratitudes to Professor Maria Xavier for his valuable guidance in performance of this study. I am very highly thankful to Dr. N S Pathak for his kind guidance and help at every step in completing this project and dissertation. I wish to convey my sincere thanks to Dr.Ms. Manjuli Gon, Dr. C N Daftuar, Dr. R K Parlikar, Dr. Z M Kureshi and Dr. I D Bhatt and last but not the least to all the members of HRD group for the valuable help. I am extremely thankful to all my friends and staff members of Faculty of Education & Psychology for their kind Co-operation and help in completing this dissertation project. Last but not least I am deeply indebted to my wife Manjula and my dear daughter Pratixa for the encouragement and help given to me at every step in this work of mine, in the absence of which this project could not have come to this shape.

T D Joshi

Contents Chapter 01 Introduction

Motivation and its meaning Theories of motivation Need for present study Chapter 02 Review of related literature Chapter 03 Description and historical background of Organization No: - 01 Description and historical background of Organization No: - 02 Chapter 03 Methodology Chapter 04 Results and discussion Chapter 05 Summary Conclusion Annexure A Annexure B Bibliography

CHAPTER 1 INTRODUCTION MOTIVATION AND ITS MEANING Motivation is the basic psychological process. None would deny that it is the most important process in the more micro approach to the organization behavior. Many people equate the causes of behavior with motivation. Causes of behavior are much broader and more complex than can be explained by motivation alone. Hence motivation should never be under-rated. Along with Perception, Personality and Learning, Motivation is a very important process in understanding a behavior. It must be remembered that, motivation should not be taken for granted as the only explanation of behavior. It acts and interacts on conjunction with other mediating process and the environment. It must also be remembered that like any other mediating process or environment, motivation can not be seen. Motivation is invisible. What all can be seen is the behavior. Motivation is the hypothetical construct that is used to help explain behavior. Hence it should never be equated with the behavior.

The meaning of motivation: To day virtually all possible including laymen and scholars have their own definition of motivation, containing one or more of the following terms: Desires Wants, Wishes, Aims, Goals, Needs, Drives, Motives and Incentives. Technically motivation can be traced to Latin word Movere that means to move. Definition: A motive is an inner state that energizes, actuates, activates or moves (Hence motivation) that directs or channels the behavior towards the goals. A motive is restlessness, a lack of you, a force. Once in grip of a motive the organism does something. It most generally does something to reduce the restlessness, to remedy the lack, to alleviate you to mitigate the force. The key to understanding the motivation seems to lie in the meaning and relationship between needs, drives and goals. Basic motivation process sets-up drives to accomplish goals.

BASIC MOTIVATION PROCESS Needs Drives Goal

(Deprivation) (Deprivation with direction) (Reduction of drives)

Needs: -

The best one word definition of needs is the deficiency. In the homeostatic sense, needs are created whenever there is a physiological or psychological imbalance. For example a need exists when a cell in the body is deprived of food and water or the human personality is deprived of other persons who serve as friends or companions. (Hunger, Thirst and Company) Drives: With a few exceptions, drives or motives (These two terms shall be used interchangeably), are set-up to alleviate needs. A drive can be simply defined as a deficiency with direction. Drives are action oriented and provide an energizing thrust toward goal accomplishment. They are at the very heart of the motivational process. The examples of the needs for food and water are translated into hunger and thirst

drives and the need for friends becomes a drive for affiliation. Goals: At the end of motivation cycle is the goal. A goal in the motivation cycle can be defined as anything that will alleviate a need and reduce it to drive. Thus attaining a goal tend to restore physiological and psychological balance and will reduce or cut-off to the drive. TYPES OF MOTIVATION PRIMARY MOTIVES: Psychologists do not totally agree on how to clarify various human motives but they would acknowledge that some motives are unlearned and physiologically based. Such motives are variously called physiological, biological, unlearned or the primary. The last term primary is used here because it is more comprehensive than the other. The use of the term Primary Motives does not imply that said group of motives always takes precedence over General & Secondary group of motives. Although the precedence of Primary motives is implied in some motivation theories and there are many situations in which general and secondary motives predominate over primary motives. Common

examples include celibacy among priests and fasting for a religious, social or a political cause. In both of these cases learned secondary motives are stronger than unlearned primary motives.

The criteria must be met in order for a motive to be included in the primary classification, i.e. it must be unlearned and must be physiologically based. Thus defined the most commonly recognized primary motives include Hunger, Thirst, Sleep, and Avoidance of pain, Sex and Material concern. GENERAL MOTIVES: A separate classification for general motives is not always given. Yet such a category became necessary because there are a number of motives which lie in a grey area between the Primary and Secondary classification. To be included in a general category, a motive must be unlearned but not physiologically based. Although not all psychologists would agree, the motivation of competence, curiosity, manipulation, activity and affection seem to best meet the criteria for said classification. An understanding of these general motives is crucial to the study of human behavior, especially in organizations. These are more relevant to Organizational Behavior than the Primary Motives.

THE COMPETENCE MOTIVE: Robert W White is most closely associated with the competence motive. While built an entire theory of competence motive, he was convinced that people strive to have control or competence over their environment. People need to know what they are driving to be able to make things happen. White determined that critical time for competence development is between the ages of six and nine. During this period children cut strings and venture into world on their own. They develop needs to cross the street by themselves, ride a bicycle, play base-ball, roller skates and read. These needs are manifested by the drive for competence or mastery over the environment. The experiences of success and failures that youngsters come across, during the critical period, have lasting impact on the intensity of their competence motive. This motive has interesting implications for job design in the organization. It suggests that people may be motivated by the challenges of trying to master the jobs or to become competent in the jobs. But once the highly specialized jobs are mastered in the modern organizations, shortly after that competence motive would disappear.

SECONDARY MOTIVES: These motives are clearly tied to learning concepts. A motive must be learned to be included in the secondary classification. Numerous important human motives meet this criterion. Some of the more important ones are the Power, Achievement and Affiliation and those are commonly referred to as Pow, Ach & Aff. In addition, especially in reference to organizational behavior, Security and Status are also important secondary motives. POWER MOTIVE: The leading advocate of the power motive was Alfred Adler. In the year 1911, Adler officially broke his close ties with Sigmund Freud and proposed an opposing theoretical position. Whereas Sigmund Freud stressed the impact of the past and of sexual unconscious motivation, Adler substituted the future and persons overwhelming drove for superiority of power. Adler said: Now I begin to see clearly in every physical phenomenon the striving for superiority__________. All our functions follow its directions, rightly or wrongly they strive for conquest, surety, increase_________. Whatever promises all our philosophers and psychologists dream of are______ Self preservation, pleasure principle, equalization, all these are but

vague representations, attempts to express the great upward drive- ** The fundamental fact of our life.** To explain the power need the need to manipulate others or the drive for superiority over others. Adler developed the concepts of inferiority complex and compensation. He felt that every small child experiences a sense of inferiority. Whenever this feeling of inferiority is combined with what he sensed an innate need for superiority, the two rules all the behavior. The persons lifestyle is characterized by striving to compensate for feeling of inferiority which is combined with the innate drive for power. The power motive has significant implications for organizational leadership and behavior and for the informal political aspects of organizations. It has emerged as one of the most important dynamics in the study of organizational behavior. THE ACHIEVEMENT MOTIVE: David C McClelland a renowned psychologist of Howard is most closely associated with the study of achievement motive. In early 1947 McClelland thoroughly investigated and wrote about all aspects of achievement motive. Out of this, extensive research has emerged clear profile of characteristics of the high achiever.

In most simple manner, Achievement Motive can be expressed as a desire to perform in terms of excellence or to be successful in competitive situations. THE AFFILIATION MOTIVE: The affiliation motive though very complex, plays a very vital role in human behavior. Sometimes affiliation is equated with social motive and / or group dynamics. The affiliation motive is neither as broad as is implied by the definition of Social Motives nor as comprehensive or complex as is implied by definition of group dynamics. According to Hawthorn studies, the importance of affiliation motive in the behavior of organization participants has been very clear. Employees especially rank and file employees have a very intense need to belong to and be accepted by a group. This affiliation motive is an important part of group dynamics. STATUS OR PRESTIGE MOTIVE: Dr. Saul W Gellerman is a renowned psychologist and a member of American Psychological Association. He is Manager of Personnel Research IBM World Trade Corporation. In one of his books MOTIVATION & PRODUCTIVITY says that: -

A mans prestige is in other words is how he expects to be treated and it has therefore a definite effect on how comfortably, conveniently and efficiently he can expect to get along the life. Prestige is conferred by the society and not elected by an individual to suite to his taste. High prestige is often as much a matter of low status people wanting to put someone on a pedestal or platform. THEORIES OF MOTIVATION Content Theories of Work Motivation: The content theories of work motivation attempt to determine what it is that motivates the people at work. The content theories are concerned with identifying needs / drives that the people have and how these needs and drives are prioritized. They are concerned with the type of incentives or goals that people strive to attain in order to be satisfied and perform well. At first money was felt to be the only incentive (Scientific Management) and then little later it was felt that incentives include: Working conditions, Security and Human relations, (Democratic Supervision Style). Lately the content of motivation has been deemed to be so called Higher Level needs motives such as Esteem and Self Actualization by **Maslow** / Responsibility, Recognition, Achievement and Advancement by **Herzberg** and Growth and Potential Development by **Alderfer**.

A thorough understanding of major content models contributes to understanding of work motivation and its application techniques. So they can feel guided and protected as it is of an individual wanting to enhance his own status by getting on to that pedestal or the platform himself.

Everyone begins life with certain degree of prestige motive merely by virtue of its origins. Prestige Motivation can be a powerful and continuing force in shaping a mans career, since the kind of jobs one holds can be a vehicle for par excellence for upward mobility. People seek prestige throughout their lives in countless ways, some of them subtle and others blatant. SECURITY MOTIVE: All men are after all vulnerable to accidents, riots, diseases and the vagaries of economics and there is no doubt when men are buffeted too hard by misfortunes, their efficiency drops. Therefore individuals and organizations that employ them have a common welfare interest in acquiring some degree of assurance that **Lifes catastrophes will be blunted or starved off if possible and employees will be protected against life catastrophes to the maximum possible extant**

Abraham Maslow felt and arranged motivational needs in a hierarchal manner. He believed that once a given level of need is satisfied, it no longer serves to motivate. The next higher need has to be activated to motivate the individual.
SELF ACTUALISATION ESTEEM NEEDS LOVE NEEDS SAFETY NEEDS PHYSIOLOGICAL NEEDS

Maslow did not intend that his need hierarchy be directly applied to work motivation. Despite this lack of intent on Maslows part, others such as Douglas McGregor, in his widely read book, The Human Side of Enterprise, popularized Maslows theory in management literature. The need hierarchy has a tremendous impact on modern management to motivation.
HERZBERGS TWO FACTOR THEORY OF MOTIVATION: -

Two Factor Theory (also known as Herzberg's Motivation-Hygiene Theory) was developed by Frederick Herzberg, a psychologist who found that job satisfaction and job dissatisfaction acted independently of each other. Two Factor Theory states that there are certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction. He termed factors

causing dissatisfaction as Hygiene Factors. Said theory is closely related to the Maslows need hierarchy. The hygiene factors are preventive and environmental in nature and they are more or less equal to Maslows Lower Level Needs. Motivators (e.g. challenging work, recognition, responsibility) which give positive satisfaction, arising from intrinsic conditions of the job itself, such as recognition, achievement, or personal growth and Hygiene factors (e.g. status, job security, salary and fringe benefits) which do not give positive satisfaction, although dissatisfaction results from their absence. These are extrinsic to the work itself, and include aspects such as company policies, supervisory practices, or wages/salary. Essentially, hygiene factors are needed to ensure an employee is not dissatisfied. Motivation factors are needed in order to motivate an employee to higher performance, Herzberg also further classified our actions and how and why we do them, for example, if you perform a work related action because you have to then that is classed as movement, but if you perform a work related action because you want to then that is classed as motivation.

Motivator Factors

Achievement Recognition Work Itself Responsibility Promotion Growth

Hygiene Factors

Pay and Benefits Company Policy and Administration Relationships with co-workers Physical Environment Supervision Status Job Security Salary Victor Vrooms Expectancy

Theory of Work Motivation: The expectancy theory of work motivation has its root in the cognitive concepts of pioneering psychologists Kurt Lewin and Edward Tolman and the choice behavior and utility concepts from classical economic theory. However the first to formulate an expectancy theory directly aimed at work motivation was Victor Vroom in 1964.

Contrary to most critics, Vroom proposed his expectancy theory as an alternative to the content models, which he felt were inadequate explanations of the complex process of work motivation. In the academic circles his theory has become a popular explanation of work motivation and has generated a considerable research. The basic assumption is that the choices made by a person among alternative courses of actions are lawfully related to psychological events occurring contemporaneously with the behavior. This is commonly called VIE theory based on the concepts of: 1. V Valence 2. I Instrumentality 3. E Expectancy By valence Vroom means strength of an individuals performance for a particular outcome. Other terms that might be used include value, incentive, attitude and expected utility. In order for the valence to be positive, the person must prefer attaining the outcome to not attaining. A valence of zero occurs when the individual is indifferent toward the outcome. The valence is negative when the individual prefers not attaining the outcome to attaining the outcome. Another major input into valence is the instrumentality of the first level outcome in obtaining desired second level outcome.

For example assume that an individual desires promotion and he feels that superior performance is a very strong factor in achieving that goal. His first level outcomes are then superior, average or poor performance. His second level outcome is promotion. The first level outcome of high performance thus acquires a positive valence in virtue of its expected relationship to the preferred second level outcome of promotion. In above example, the person will be motivated toward superior performance because of the desire to be promoted. The superior performance (First level outcome) is seen as big as instrumental in obtaining promotion (Second level outcome). Another major variable in Vrooms motivational process is Expectance. Although at the first glance the expectancy concept may appear to be identical to instrumentality input into valence, but in fact it is quite different. Expectancy differs from instrumentality, in that it relates efforts to first level outcomes where instrumentality relates to first and second level outcomes to each other. In other words expectancy is the probability (Ranging from 0 to 1) that a particular action or effort will lead to a particular first level outcome. Instrumentality refers to the degree to which a first level outcome will lead to a desired second level outcome.

In nutshell, the strength of motivation to perform a certain act will depend on the algebraic sum of the products of the valence for the outcome. This includes the instrumentality that is many times the expectancies. EQUITY THEORY OF WORK MOTIVATION Equity theory has been around just as long as the expectancy theories of work motivation. Equity theory has its roots in Cognitive Dissonance Theory and Exchange Theory. As the theory of work motivation, credit for equity theory goes to J Stacy Adams. Simply put, the theory argues that major input into job performance and satisfaction is the degree of equity (or inequity) that people perceive in their work situation. In other words, it is another cognitively based motivation theory and Adams depicts a specific process of how this motivation occurs. Using the terminology of person, (any individual for whom equity or inequity exists) and the other (any individual with whom is the relevant exchange relationship or with whom person compares him or herself). Adam states: - Inequity exists for person whenever he or she perceives that the ratio of his outputs to inputs and the ratio of other persons outputs to inputs are unequal.

This can be illustrated by the following equation:

ATTRIBUTION THEORY AND LOCUS OF CONTROL: -

Recently the attribution that the people make and the locus of control that they perceive have emerged as important explanations of work motivation. Kelley stresses that the theory is mainly concerned with the cognitive process by which an individual interprets his or her behavior as being caused by (or attributed) to certain parts of the relevant environment. It is concerned with the WHY questions of motivation and behavior. Since most causes attributes and Whys are not directly observable, the theory says that people must depend upon cognitions particularly perceptions. The attribution theorists assume that humans are rational and are motivated to identify and understand the general structure of their relevant environment. It is this search for attributes that characterizes the attribution theory.

Heider believed that people will behave differently if they perceive internal attributes from the way they will behave if they perceive external attributes. It is this concept of differential ascriptions that has very important implications for work motivation. NEED FOR THIS STUDY: Motivation is a basic psychological process which is a paramount importance to organization behavior and HRD processes. In this modern and high-tech era of advancements, the expectations of individuals and the organizations have reached to a very high level. Organizations have shown their care, concern and interest not only towards improvements and growth of the organization alone but also towards the improvement of each individual participant through various HRD programs. The investigator thus desires to assess the motivation level of the employees of two such organizations with high technology, having their own HRD Departments into operation. The aim is to compare study and suggest possible ways for the mitigation of any such problems that may be hindering the desired smooth functioning of the organizations. The investigator is not only confident, rather he knows that organizations under study are convinced and committed to the concept and philosophy of HRD and

hence they have their own exclusive well established HRD Departments into operation. Since the inception these organizations have expanded and grown at the rate of greater than 10% of the initial designed capacity per year and more. The capacity utilization is >100%. The organizations are happy and satisfied that their efforts made them achieve their goals. We should know the level of motivation what it is today and where we stand. Then by looking back wherefrom we originally started, we can get the ways and means to further improve the motivation levels of individuals in the interest of human values and the organization as a whole. In the past most of the studies on motivation have been carried out with a view to link them up with organizational variables like productivity, satisfaction etc. But hardly any studies have been made on motivation with a view to promoting growth and development after ascertaining the motivation potential of higher level personnel in organizations, with a strong commitment to promoting growth and development through Human Resource Development. Hence is the need for present study.

CHAPTER 02 SOME EMPIRICAL STUDIES IN INDIA: Several studies have reported about motivation of Indian workers and managers. It is difficult to summarize these studies, as different methods have been used in collecting and analyzing the data. Most of the studies tried to answer the question what motivates the worker or manager in an Indian organization. In most cases respondents rank ordered some factors or rated them for their importance. Furthermore a review of about 50 published studies by Udai Pareek indicated that while workers generally give importance to wages, security and working conditions, supervisors and managers give more importance to advancement, responsibility and the work itself. However some other studies show opposite results. It would be worthwhile to analyze the studies in more depth. A clue is provided by Kalanidi in 1972 who found out that security and income were rated as the most important factors by the least satisfied workers whereas these were given fifth and seventh by most satisfied workers. Hence one factor that seems to intervene in the perception of satisfaction and dissatisfaction is the efficiency and the motivation level of the respondent. More systematic studies are still needed in this area.

Roy and Raja (1977) reviewing various studies of the motivation of the supervisors and managers in India have suggested the following tentative trends: 1. Promotion is the most important incentive and also most dissatisfying element among the supervisors and middle managers. 2. Recognition is one of the most important job factors in terms of both, satisfaction and dissatisfaction. 3. Among the factors contributing only to job satisfaction, achievement, responsibility, domestic life and accomplishment figure most prominently. 4. Among the factors contributing only to dissatisfaction, the most frequently mentioned factors are lack of adequate organizational policies and administration, lack of technically competent and sympathetic supervision, unfriendliness or superior and lack of opportunities for growth. 5. Job factor causing satisfaction and dissatisfaction among managers and supervisors differ from those in case of rank and life workers. For example salary and job security emerge as the two most important factors for job satisfaction

among the latter whereas for the former, those factors constantly lean toward the bottom of the importance hierarchy. Occupational level appears to influence the perception of need. 6. No clear evidence is available for differentiating managers and supervisors in terms of the sources of satisfaction and dissatisfaction. They however differ in terms of perception of needs. First line supervisors give maximum importance and value to income, promotion, job security and working conditions. Whereas middle managers give maximum importance and value to advancement, type of work and earnings. Managers on the other hand give maximum value to the feelings of worthwhile accomplishments, recognition for good work done and decision making authority. This shows the shift from its context factor to job content factors or from the lower order to the higher order needs. 7. Managers in private and public industry are not found to be different in level of job satisfaction. They are similarly influenced by motivators in both cases. Only the motivators and hygiene factors are the one that contribute to satisfaction and dissatisfaction differently. Although in public sector managers motivators contribute more toward satisfaction nonetheless for the private sector executives those contribute more toward dissatisfaction.

8. No evidence is available showing the effects of job satisfaction on outcome variables such as job involvement, performance etc. 9. Neither personal variables like education level or income level nor the organizational variables like line / staff type of jobs or the tall / fat type of organizational structure have any significant influence over the need, motivation, importance, fulfillment, expectation and deficiency and the choice of factors of satisfaction and dissatisfaction.

CHAPTER - 03 DESCRIPTION & HISTORICAL BACKGROUND OF THE ORGANIZATIONS UNDER STUDY Organization No: - 01 (Abbreviated as O1 further) The two organizations under study are the latest and high technology Hydro Carbon Processing Industries with exclusive Human Resource Development (HRD) Departments and most modern management systems. Both of these organizations are situated near each other at the outskirts of Vadodara town in the state of Gujarat India. Organization 01 is the nations biggest oil refinery owned by Indian Oil Corporation Limited. This is a Government of India Undertaking under the Ministry of Petroleum and Chemicals. This giant oil refinery is the Public Sector Undertaking (Abbreviated as PSU). This organization employs 2106 workmen and 560 officers, the total strength 2666 employees. Being located in the state of Gujarat this refinery is named as Gujarat Refinery. This refinery was originally designed for processing annually crude worth 3 Million Metric Tons Per Annum (MMTPA) with its three crude distillation units. This refinery was built with USSR collaboration with a total investment of US$6.37million equivalent to INR

Rs.31.00 Crores. This refinery was put into operation in the October 1965. During early seventies, through various technical innovations and addition of bare minimum hardware, all the three of these fractional distillation units were de-bottlenecked and an enhanced capacity of 4.20 MMPTA was achieved through the ceaseless efforts of the team of their own engineers, technicians and the staff. The aforesaid enhancement in the capacity by 40% of the initially designed capacity of 3.0 MMPTA is highly commendable and deserves rich ovation indeed. In view of growing demand of petroleum products in the nation and in consideration of supply and demand pattern of the area, the refining capacity was further enhanced by 3.0 MMPTA. This was achieved by addition of one more fractional distillation unit with a capacity of 3.0 MMPTA. The expansion facilities were completed and commissioned in October 1978 thereby stepping up the total capacity to 7.0 MMPTA. This amounts to a rise of 143.33% over and above its initial designed and installed capacity of 3.00 MMPTA. The achievement is very highly commendable. Further expansion of this refinery was completed during the fiscal 1988-89 thereby raising its capacity to from 3.0 to 9.30 MMPTA. Said rise of 210% adds a jewel in the crown of the company.

Financials: - From a sales turnover of INR Rs109crores and a profit of INR Rs1.0crore, the corporation in the year 1988-89, achieved a turnover of INR Rs15,343crores and a Profit before Tax (PBT) of INR Rs675crores. Additional Facilities: - In addition to crude refining facilities, this refinery has its own cogeneration thermal power plant. This power plant has a capacity of 36.50 Mega Watts. Said power plant has four oil fired boilers and three steam turbo generators. Welfare: - This Company has provided two very welllaid out beautiful townships for the employees. Those townships have facilities of shopping centers, clubs for workmen and officers, multi purpose hall for various cultural programs and wedding functions etc and an open air theater for movies. Besides recreation facilities, a very well equipped hospital manned by highly qualified and experienced doctors and nursing staff been provided for the medical help of employees and their families and dependents. The hospital has provision of indoor wards also. Education: - For the education of employees children, two schools have been built in the townships. One school is English Medium and the other one being Gujarati Medium.

DESCRIPTION & HISTORICAL BACKGROUND OF ORGANIZATION NO:- 02 Organization no: - 02 under study is a joint venture of Government of India and Weavers Co-operative Societies spread over the country. This organization is under the Ministry of Petroleum and Chemicals. This is the only public sector undertaking engaged in manufacture of Polyester Filament Yarn and its products are adjudged as of world wide acceptance level. With a total strength of 1680 employees, it employs 240 Officers and 1440 Staff personnel. The plant was commissioned in the year 1977 at a capital investment of INR Rs42.00Crores. Financials: - In the year 1978 the company recorded a sales turnover of INR Rs46.35Crore and proceeds of INR Rs5.17Crore. Whereas during the year 1988-89 these figures rose to a level of Sales Turnover at INR Rs158.16Crores and Profit after Tax (PAT) at a level of INR Rs13.14Crores. This is indicative of an excellent growth and development of the company. EXPANSION: - In the year 1982 its capacity was doubled with an additional investment of INR Rs18Crores. The cost of expansion was met with from the internal revenue generation of the company.

The company attained an optimum capacity utilization of 143% during the year 1988-89. EXPANSION AND DIVERSIFICATION PLANS: Company has developed four fold expansion / diversification plans with an internal investment of INR Rs363Crores that shall be partly financed from the internal revenue generation and partly from some borrowings from the financial institutions and banks. The plans include expansion of the present plant by over 100%. In the process company shall setup grassroots POY Plant, Nylon-6 Plant, Spandex Plant, and GEO Textiles plant. It is not out of place to mention here that Spandex Yarn and GEO Textiles shall be manufactured for the first time in the nation. Keeping in view our national objectives of community development, these investments have been made in the rural tribal district of Valia near Ankleshwar town in the state of Gujarat India.

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CHAPTER 04 METHODOLOGY INSTRUMENT: In order to understand the dynamics of behavior of people working in an organization, relevant needs or motives must be identified and understood first. Six such needs / motives are briefly detailed below: 1. Achievement motive is characterized by (1) Concern for excellence. (2) Competition with standards of excellence set by others or by self (3) Challenging goals set for one (4) Hurdles on the way to goal achievement (5) Persistent efforts for goal achievement (6) Alternating ways and means for goal achievement. 2. Affiliation motive is characterized by (1) Concern for establishing and maintaining personal close relationships (2) Value for friendship (3) Tendency to express emotions. 3. Influence motive is characterized by (1) Concern for making impact on others (2) Desire to make people do as we think right (3) Urge to change matters and develop people. 4. Control motive is characterized by (1) Concern for orderliness (2) Desire to be well-informed (3)

Urge to monitor and take corrective action as may be needed. 5. Extension motive is characterized by concern for others and interest in super ordinate goal that is relevant and useful to larger groups including society. 6. Dependency motive is characterized by a concern for self development with other superiors help. Checking with significant others (at a higher status, experts, more knowledgeable and or close associates). Ascertain that ideas and proposed actions are OK and seek approval. Expectation Approval relationship. The above motives may be used in explanation of behavior of an employee. However one more aspect that deserves attention that is each of the above motives may have two dimensions i.e. approach and avoidance. Atkinson (1953) first suggested the concept of avoidance behavior in achievement motive. It was further elaborated by several authors and thereby Fears of Failure emerged as an important concept and a component of the achievement motive distinct from Hope of Success.

Extensive research has been done on fear of failure which (as an avoidance behavior), has been found to be dysfunctional though it is a part of the achievement motive. For example Varga (1977) while analyzing a data collected from Indonesia, Iran, Pakistan and Poland found that hope of success versus fear of failure (Approach Avoidance) was the main intervening variable to explain who benefited from the achievement motivation training programs in terms of increase in the terms of entrepreneurial activity, Persons high in achievement motivation but with high component of fear of failure, failed to start new business conversely to those who had high component of hope of success. Said concept of approach avoidance can be adopted for other components too. We have used the above six motives for the study and understanding of behaviors of persons in organizations. Search of the lists of motives suggested by Murrey and others in the later years, didnt yield any other important motives. We also accept the approach avoidance dimensions of each motive as significant to understand the functionality of each motive. Table 01 briefly suggests the approach avoidance dimension of each motive. This is based on hope of success versus fear of failure. The behavior of an employee can thus be analyzed not only in terms of various motives but also from the angle of positive

aspect (approach) or negative aspect (avoidance). This is usually a product of fear and avoidance. It is assumed that in the organizations said six motives have their legitimate place and those contribute to the effectiveness of employees. TABLE 01 Approach Avoidance Dimensions Of Six Motives Motive Approach with The Hope of Success Inclusion Relevance Impacting Order Growth Avoidance With the Fear of Failure Exclusion Irrelevance Impotence Chaos Loneliness

Achievement Affiliation Extension Influence Control Dependency

An employees effectiveness from the angle of motivation can be defined in two ways. Firstly we may see as to what extent he or she has this motivation. As already mentioned all the six motives are relevant for an employee. If one is deficient in any one, his or her effectiveness may proportionately reduce also.

Secondly, an employees effectiveness shall also depend on the extent of avoidance behavior of a particular motivation. The motive regardless of its strength becomes weak and ineffective due to high amount of avoidance behavior. An employees high score on a particular motivation indicates ones potential for effectiveness, but a larger share of avoidance items in the total score may reduce his or her actual effectiveness. The behavior aspect of motivation can be measured on this approach. Reliability of Instrument MAO(B): The test retest reliability co-efficient for the six dimensions of role behavior, based on a sample of 5 2 monts apart are as follows. MAO(B) Co-efficient Achievement Affiliation Control Dependency Extension Influence Reliability Co-efficient 0.61 0.61 0.68 0.45 0.53 0.58 Level of Significance 0.001 0.001 0.001 0.001 0.001 0.001

All coefficients are highly significant at 0.001 levels. The instrument MAO(B) is thus highly reliable one.

Instrument for Motivational Analysis of Organizational Behavior that was employed for the study is named as MAO(B). The same instrument has been used for the study employee behaviors in both of the organizations under study. MAO(B) contains 60 items. Ten items against each dimension of the following six motives namely: 1. Achievement 2. Affiliation 3. Influence 4. Control 5. Extension 6. Dependency Each motive is measured for both, approach and avoidance behavior respectively. Scoring: - The total score on dimension of each, (approach and avoidance) of six motives ranges from 5 to 20, giving score on approach and avoidance separately on each dimension. Operative Effectiveness (OE) of each of the six motives, specific aspects of behavior defined by the net score of approach dimensions in behavior can be obtained by the formula: Score = (15 + P V) Here P denotes approach & V denotes avoidance.

Sampling: - The samples were drawn through a random sampling process among three grades of officers who are responsible for getting the work done from down the line workforce of Charge-men, Foremen, Supervisors and workmen. The motivation of those subjects has a direct bearing on to the motivation of the workforce and the behavior and productivity of the organization. Grade C B A Designation Deputy Managers Senior Officers Officers Role Head of Department Senior Supervisors Supervisors

Size: - Grade wise details of sampling in both Organizations: Grade C B A Designation Deputy Managers Senior Officers Officers Org: 01 22 23 Org: 02 06 14 35 55

30 TOTAL: 75

Total sample consisted of 75 + 55 = 130 respondents.

Calculations: Upon receipt of questionnaires, total score for each dimension of motivation for individual respondent was computed using the formula: Score = (15 + P V) P denotes Approach & V denotes Avoidance Statistical Technique: A t test was administered for each of the six dimensions that are, Achievement, Affiliation, Influence, Control, Extension and Dependency. An additional scale having 100 point was also included in the questionnaire with a view to assess as to how well an individual is satisfied with his / her own performance and where does the employee places him or herself on said a100 point scale. This is indicative of an individuals work efficiency. This will be the seventh discussion in this study. Procedure: The respondents were personally contacted by the investigator while administering the questionnaire. They were fully apprised of this study and were requested to answer each question correctly, frankly and honestly with an open mind.

The respondents were assured about the full privacy of their statements and that their statements would only be used for the said study and strictly no other purpose whatsoever. The respondents were given reasonable amount of time to go through the questionnaire thoroughly and record answers. Respondents were specifically requested not to leave any questions unanswered. The response was quite encouraging. However two respondents from O2 did not answer question number 61 which is insignificant.

Chapter 05 Results and Discussions Table A Achievement Organization O1 O2 Numbers 75 55 Mean 20.47 19.93 S.D. t 3.795 0.696 4.750 Not Significant

Achievement motive is characterized by (a) Concern for excellence, (b) Competition with standards of excellence set by others or the staff, (c) Awareness of hurdles on the way to goal achievement, and (d) Persistence in trying out alternative paths for goal achievement. It can be seen from Table A that the t value of 0.696 is insignificant. This indicates that the values of two mean are not significantly different. Considering those values, it can be said that on achievement orientation or striving for achievement is concerned, the two organizations are at an equally high level and there is no significant difference noticed between these organizations.

Affiliation Table B Organization O1 O2 Numbers 75 55 Mean 19.15 17.95 S.D. t 3.250 1.813 4.04 Not Significant

Affiliation motive is characterized by a concern for establishing and maintaining a close personal relationship and value for friendship. This is a tendency to express emotion. Table B above shows the results of the analysis of t test applied to Affiliation motive in respect of O1 and O2. The vales of mean show a difference of show a difference of 1.20. The two mean score are high indicating that both organizations are high on affiliation motive. Minutely the results indicate that employees of O1 have a slight high score on affiliation motive with respect to O1. (Mean O1 = 20.47 and Mean O2 = 17.95). The difference is however negligible and the t test value indicate no significant difference. Thus analysis shows that employees of both of these organizations do possess more or less equal extent of affiliation motive which is above average.

This shows that employees of these organizations have high concern for establishing and maintaining close personal relationships. They value friendship and have tendency to express emotions. Power / Influence Table B Organization O1 O2 Numbers 75 55 Mean S.D. t 17.93 2.680 2.373 *** 16.76 2.850 *** Significant at 0.05 Level

Influence motive is characterized by (a) Concern for making impact on others, (b) A desire to make people do what one thinks is right, (c) An urge to change matters and develop people. Table C above shows the results of analysis of t test for Power / Influence motive score of O1 & O2. The values of mean are 17.93 and 16.76 respectively. The mean score of O1 is slightly higher than the mean score of O2. However the score are above average.

Control Table D Organization O1 O2 Numbers 75 55 Mean 17.93 18.20 S.D. t 3.210 0.759 4.120 Not Significant

Control motive is characterized by (a) Concern for orderliness. (b) A desire to keep informed, (c) An urge to monitor and take corrective action when needed. Table D above shows the results of the analysis of t test for control motive score of O1 and O2. The mean value of score is 17.93 and 18.20 for O1 and O2 respectively. The difference between the values is negligible. Value of t test also indicates no significant difference. Thus analysis shows that employees of both of these organizations have similar extent of Control motive that is above average level.

Extension Table E Organization O1 O2 Numbers 75 55 Mean 17.91 18.18 S.D. t 3.353 0.759 3.510 Not Significant

Extension motive is characterized by (a) Concern for others, (b) Interest in super ordinate goal, (c) Being relevant and useful to larger groups including society. Table E above shows the results of the analysis of t test for extension motive score of O1 and O2. The mean value of score is 17.91 and 18.18 for O1 and O2 respectively. The mean score of O1 is slightly higher than that of O2. However the difference between the values is negligible. Value of t test also indicates no significant difference. Thus analysis shows that employees of both of these organizations have similar extent of Extension motive that is above average level. The difference is not all significant.

Dependency Table F Organization O1 O2 Numbers 75 55 Mean S.D. t 20.04 4.110 2.594 *** 18.31 3.470 *** Significant at 0.05 level

Dependency motive is characterized by (a) Concern for self development with others help, (b) Checking with significant others who are more knowledgeable, higher in status, experts and close associates. Own Ideas, proposed actions etc are got approved by them. Such relations are known as Approval Relationship. Table F above shows the results of the analysis of t test for Dependency motive score of O1 and O2. The mean value of score is 20.04 and 18.31 for O1 and O2 respectively. The score is above average in both of the organizations. The mean score of O1 is slightly higher than that of O2. Value of t test also indicates significant difference at 0.05 levels. This significant difference on dependency score may be because O1 is a very big organization with too many hierarchical levels. Hence for taking any decision, approvals from higher levels becomes necessary.

However O2 being a smaller organization, hierarchical levels are very limited and less therefore decisions are promptly taken at the middle level itself. Mean of self rating score for the own performances as rated by individual employees of both of these organizations are: (i) (ii) Organization O1 ---------- 75.15% Organization O2 ---------- 74.82%

Average performance and efficiency of employees of the organizations as rated by individual employee indicates that both of the organizations are highly efficient. No significant difference is seen in the percentage efficiency figures of the organizations under study.

SUMMARY The basic object of this study was to know the motivation levels of the employees of two such organizations that are committed to the concept of HRD. These organizations are the strict followers of HRD and have exclusive HRD departments into operation manned by qualified personnel for HRM for the growth and development of their organization. O1 and O2 under study are the two high-tech organizations with most modern management and exclusive departments for Human Resource Development. Both of these organizations are progressive and growth and development oriented. Organization O1 has an excellent Training Centre with full-fledged infrastructural facilities and highly qualified training personnel. Employees of both of these organizations are highly qualified. Achievement motivation score of both of these organizations are at high level which indicates high achievement orientation of the employees. Employees have concern for (a) Excellence, (b) Competition, (c) Standards of excellence, (d) Setting challenging goals and (e) Striving for achievement with excellence.

Affiliation motive score are also high for either of the organization (O1 & O2). This indicates that employees of both of the organizations have high concern for (a) Establishing and maintaining close personal relationships. They value friendship and tend to express emotions. Thus the organizational environments are highly conducive for harmonious relations and openness in communications. Influence motivation score are also high for both O1 & O2. This indicates that employees of these organizations have high concern for making impact on others. The employees are desirous to make people to do what they feel is right. An urge to change matters, exercise control and develop people. Control motivation score of both of the organizations are at high levels. This indicates that employees in both O1 & O2 are highly control oriented. They have a concern for (a) Orderliness, (b) Desire to keep informed, (c) Urge to monitor and take corrective action when required. Extension motivation score of O1 & O2 are also at high a level that indicates that employees of these organizations have (a) Concern for others, (b) Interest in super ordinate goal, (c) Being relevant and useful to the larger groups including the society.

Dependency motivation score of both of the organizations are at high level which shows that employees of both of the organizations have a concern for self development with the help of others. For the work or actions they seek advice of superiors and experts. For their ideas and proposed actions they seek approval of superiors. This results into good Proposal Approval Relationship. Conclusions: The study revels that employees of both of the organizations under study have high score on all the six dimensions of motivation viz. (1) Achievement, (2) Affiliation, (3) Influence, (4) Control, (5) Extension and (6) Dependency. As per the self rating / assessment by the employees themselves, the mean efficiency score of employees of both of these organizations is high and it does not show any significant difference. Thus it is concluded that employees of both of these organizations under study are highly motivated and highly efficient.

Motivation Assessment Test MAO-B - Annexure A Read each statement given below. Decide how much true it is about you. Indicate this by writing the numbers 1 to 4 against each item. Dont write anything else. Use the following key to give your answers. 1 - When you hardly show this behavior 2 - When you sometimes show this behavior 3 - When you tend to show this behavior 4 - When you behave this way most of the time

1. I enjoy working on moderately difficult / challenging goals. _______ 2. I am over emotional __________ 3. I am forceful in my arguments __________ 4. I refer matters to superiors __________ 5. I keep close track of things and monitor actions __________ 6. I make contribution to charity __________ 7. I set easy goals and achieve them __________ 8. I relate very well to the people __________ 9. I am preoccupied with my own ideas __________ 10. I follow an ideal __________ 11. I demand conformity from my people __________ 12. I take steps to develop people __________ 13. I strive to excel performance targets __________ 14. I give importance to personal relations than to organizational matters ___ 15. I build on ideas of my subordinates __________ 16. I seek approvals of y superiors __________ 17. I ensure that things are done as per the plans __________ 18. I consider difficulties of others even at the cost of task __________ 19. I am afraid of making mistakes __________ 20. I share feelings with others __________ 21. I enjoy arguing and winning in my arguments __________ 22. I have genuine respect for seniors __________ 23. I admonish people for not completing task __________ 24. I go out of way to help people __________ 25. I search new ways of overcoming difficulties __________ 26. I find it difficult to express negative feelings to others __________ 27. I set examples and models before others __________ 28. I hesitate to take hard decisions __________ 29. I clearly define roles and procedures for my people __________ 30. I undergo personal inconvenience for others __________ 31. I am conscious of my limitations and weaknesses than my strengths ____ 32. I like to take interest in personal matters of my people __________ 33. I am lassiez-faire (Do not bother how things happen) __________ 34. I learn from my seniors __________ 35. I centralize most tasks to ensure that things are well-done __________

36. I have empathy and understanding of my people __________ 37. I try to know how well I do and take feedback for my improvement ______ 38. I avoid conflict in the interest of the group feelings __________ 39. I give new suggestions and ideas __________ 40. I tend to please others __________ 41. I lay-down systems clearly for my people __________ 42. I am willing to take responsibility for others work and help them _______ 43. I exhibit low self-confidence __________ 44. I recognize and respond to feelings __________ 45. I am given credit for the work done in a team __________ 46. I seek help from those who know the matter __________ 47. In case of difficulty, I rush to put things right myself __________ 48. I develop team work amongst my people __________ 49. I work effectively under the pressures of deadlines __________ 50. I am uneasy and less productive when working alone __________ 51. I give credit and recognition to others __________ 52. I look for support for my actions and proposals __________ 53. I seek possessions of authority __________ 54. I hesitate to take strong action considering human relations __________ 55. I complain about difficulties and problems __________ 56. I take initiative in making friends with other colleagues __________ 57. I am more conscious of status symbols e.g. room size, carpet etc_______ 58. I like to get ideas from others __________ 59. I tend to form small groups to effectively influence decisions __________ 60. I like to take responsibility for group work__________ ___________________________________________________________ 61. Where would you place yourself on a 100 mark scale for your performance and satisfaction? ____________ (Marks or % ) ______________________________________________________________

Name ________________________ Designation ______________________ Organization ___________________ Qualification ______________________ Length of service in completed years __________

Participants are requested to reply all questions frankly, correctly and with an open-mind and leave none unanswered or blank. Disclosing name is optional. However designation, organization, qualifications, length of service and your performance / satisfaction are most essential and vitally important. Please be rest assured that this information shall be used strictly for this research Project and shall be kept strictly confidential.

MAO B Answer Sheet ----- Annexure B 1. ---------2. ----------. 3. ---------4. ---------5. ---------6. ---------7. ---------8. ---------9. ---------10. ---------11. ---------12. ---------13. ---------14. ---------15. ---------16. ---------17. ---------18. ---------19. ---------20. ---------21. ---------22. ---------23. ---------24. ---------25. ---------26. ---------27. ---------28. ---------29. ---------30. ---------31. ---------32. ---------33. ---------34. ---------35. ---------36. ---------37. ---------38. ---------39. ---------40. ---------41. ---------42. ---------43. ---------44. ----------

45. ---------46. ---------47. ---------48. ----------49. ---------50. ---------51. ---------52. ---------53. ---------54. ---------55. ---------56. ---------57. ---------58. ---------59. ---------60. ---------Participants please dont write anything in the table below

Motivation A B C D E F

Value of P Value of V 15 + P V

BIBILOGRAPHY (1) Fred Luthans Organizational Behavior McGraw Hill Book Companies, IV Edition (2) Pareek Udai & T V Rao & Pestonjee DM Behavioral Processes in Organizations Oxford IBH Publishing Company (P) Ltd. India IV Edition 1989 (3) Pareek Udai & Rao T V Designing and Managing of HRD Systems Oxford IBH Publishing Company (P) Ltd. India IV Edition 1986 (4) Paul Hersey and Kenneth Blanchard Management of Organizational Behavior Utilizing Human Resources Prentice Hall of India Limited IV edition 1983 (5) Stephen P Robins Organizational Behavior Prentice Hall of India Limited Edition - 1985 (6) Saul W Gellerman Motivation and Productivity D B Taraporewala Sons & Co (P) Ltd Bombay- India. II Edition 1970 *************