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CMC-Employee Motivation - Bajaj Allianz
CMC-Employee Motivation - Bajaj Allianz
INTRODUCTION
as
assets
to
be
used
strategically
through
their
close
Revolution
in
information
technology
that
might
effect
the
workforce.
Rapid
technological
developments
like
automation
and
computerization.
Coincidence
development
of
interest
(self
between
inte rest
stakeholders
dominates
confl ict
can
be
between
stakeholders)
re active,
piecemeal
intervention
in
response
to
specifi c problem)
Commitment
Competence
Congruence
Commitment
Concerns
employees
loyalty
to
the
org anization
person al
might
be
assessed
via
attitude
surveys
labor
Competence
appraisal
system
and
the
preparation
of
skills
Congruence
Congruence means that management and workers share the same
vision of the organization goals and work together to attain them.
In
well-man aged
organization,
employees
at
all
levels
of
Cost-effectiveness
Concerns operational effi ciency. HR should be used to the best
advantage and in the most productive ways. Outputs must be
maximized at the lowest input cost and the organizational must
be quick to resp ond to market opportunities and environmental
changes.
INTRODUCTION:
great
is
the
importance to
one
of
the
motivation
in
reason
why
organizational
the
organization.
However,
what
individuals
want
from
the
Inner strivings of individuals that direct behavior. Unsatisfied desires create the
motivation to act with purposeful behavior to achieve gratification.
Definition of Motivation:
objectives. With the diversity of contemporary workplaces, this is a complex task. Many
factors, including the influences of different cultures, affect what people value and what is
rewarding to them.
From a managers perspective, it is important to understand what prompts people, what
influences them, and why they persist in particular actions. Quick (1985) presented these
four underlying principles that are important to understanding motivation:
Whatever people choose as a goal is something they believe is good for them.
The conditions under which the work is done can affect its value to the employee
and his or her perceptions of attainability or success.
When management was first studied in a scientific way at the turn of the twentieth
century, Frederick Winslow Taylor worked to improve productivity in labor
situations so important in those days of the developing Industrial Revolution.
Taylor developed efficiency measures and incentive systems. When workers were
paid more for meeting a standard higher than their normal production,
productivity
increased
dramatically. Therefore,
workers
seemed
to
be
During the late 1920s and early 1930s, Elton Mayo and other researchers from Harvard
University conducted studies at a Western Electric plant in Hawthorne, Illinois, to
measure productivity. They studied the effects of fatigue, layout, heating, and lighting on
productivity. As might be expected when studying lighting, employee productivity levels
increased as the illumination level was increased; however, the same effect was noted
when the illumination level was decreased. The researchers concluded that the attention
paid to the employees was more of a contributing factor to their productivity level than
the environmental conditions. The fact that paying attention to workers could improve
their behavior was called the Hawthorne effect. As a result of this research, it was evident
that employees should be treated in a humane way. These findings started the human
relations movementa change in management thinking and practice that viewed
increased worker productivity as grounded in satisfaction of employees basic needs.
8
[Many years later, it was discovered that the workers in the Hawthorne experimental
group had received an increase in income; therefore, money was probably a motivating
factor, although it was not recognized as such at the time. (Daft, 1997)].
Motivation theories have continued to evolve and have their roots in behavioral
psychology. They provide a way to examine and understand human behavior in a variety
of situations. Ongoing changes in the workplace require that managers give continuous
attention to those factors that influence worker behavior and align them with
organizational goals. No one theory is appropriate for all people and for all situations.
Each individual has his or her own values and differing abilities. In business settings,
managers apply motivation theories to influence employees, improve morale, and
implement incentive and compensation plans.
The human
resources
turn
satisfies
both
the
employees
and
also
organization.
As
to achieve the
motivation is related
to
performance.
LIMITATIONS
10
RESEARCH
1. Sampling
METHODOLOGY
design
questionnaire
Hypothesis
Hypothesis:
Null hypothesis:
Employees in various cadres do not hold different views with regard to
the
Motivational factor.
Alternative hypothesis:
Employees in general are not satisfied with the existing motivational
practices.
12
CHAPTER - 2
REVIEW OF LITERATURE
13
REVIEW OF LITERATURE
Introduction:
Motivation is one of the most important factors affecting human
behavior and performance. This
managers attach
great
is
the
importance to
one
of
motivation
the
in
reason
why
organizational
14
from
the
organization.
However,
what
individuals
want
from
the
Definition:
motivation is the complex forces starting and keeping a person
at work in an organization . Motivation is something that moves the
person
to
course
of
action already
initiated.
level,
according
schermer horn,
effort
et al . This is
expended
an
at
excellent
work,
working
Study:
15
and
motivation
and
their
Motive: based on the latin word mover, motive (need) has been defining s
follow;
those
two
terms
for
every
employee.
Needs
are
more
Motivating:
Motivation is the term which implies that one person in the organization
context, a manager, induces anther, say employee to engage in action (work
behavior) by ensuring that a channel to satisfy the motive become available
and accessible to the individual in addition
To channel zing the strong motive in a direction that is satisfying t both the
organization and the employers the manger can also active the latest
motivation in individuals and harness them in a manner that would be
function for the organization.
16
Motivation:
While a motive is engizer of action motivation is the canalization
and activation of
Motives motivation is the work behavior itself. Motivation depends on motives
and motivating therefore, it becomes a complex process.
Needs in
Providing need
satisfaction
17
Engagement in
work
Motive
Motivating
Motivation
Nature of motivating:
Based on the definition of motivation, we can derive its nature relevant for
human behavior in organization.
2. Affected by motivating:
Motivation is affected by way the individual is motivated. The act of
motivating channelizes need satisfaction. Besides, it can also
activate the latent needs in the individual, that is, the needs that
are less strong and somewhat dormant, and harness them in a
manner that would be functional for the organization.
3.
Goal-directed behavior:
Motivation leads to goal directed behavior. A goal-directed behavior
is one which satisfies the causes for which behavior take place. Motivation
18
4.
Related to satisfaction:
Motivation is related to satisfaction. Satisfaction refers to the
contentment experiences of an individual which he drives out of need
fulfillment.
Thus,
satisfaction
is
consequence
of
rewards
and
5.
6.
Complex process:
Motivation is a complex process; complexity emerges because of
the nature of needs and the type of behavior that is attempted to satisfy
those needs.
(1)
they,
They may not be quite aware about their needs and the priority of
these. Thus,
Understanding of human needs and providing means for their satisfaction
19
Becomes difficult.
(2)
particular need may result into different behaviors from different behaviors
from different result into different behaviors from different need ma
individuals because of their differences. For example, the need for
promotion may be uniform for different individuals may no engage in
similar type of behavior; they may adopt different routes to satisfy their
promotion needs.
3)
4)
may be many cons buses in situation which may restring the goal
attainment of goal directed behavior. This may lead to frustration in an
individual creating lot of problems.
Type of needs
There are many types of needs which an individual may have and
there are various ways in which these may be classified. The basic
objective behind classification of needs into categories is to find out
similarly and dissimilarly in various needs so that incentives are grouped
to satisfy the needs falling under one category or the other. Needs may be
natural, biological phenomenon in an individual, or these may over the
period of time through learning.
20
Primary needs:
Primary needs are also known as physiological, biological, basic, or
unlearned needs. Primary needs are animal drives which are essential for
survival. These needs are common to all human beings, though their intensity
may differ.
Secondary needs:
These needs are learned by the individual through his experience and
interaction. Therefore these are called derived or learned needs. Emergence
of these depends on learning. These may be different types of secondary
needs for power, achievement, status affiliation, etc.
General types:
Though a separate classification of general needs is not always given,
such a category seems necessary because there are of needs which lie in the
grey area between the primary and secondary needs. Such needs are like
need for competence, curiosity, manipulation, affection, etc
21
3.
Aggression:
A more common reaction to frustration is aggression, an act against
22
1.
2.
3.
4.
5.
Motivation of individual,
His since of competence,
His ability,
His role perception, and
Organizational resources
Motivatio
n
Role
Abilit
y
Performan
ce
Sense of
Competence
Reward
Organizationa
l
Resources
23
1. Motivation:
Level of motivation drives an individual for work. Motivation is based
on motive which is a feeling that an individual lacks some things. This feeling
creates some sort of tension in his mind. In order to overcome this tension, he
engages in goal directed behavior that is taking those actions trough which
his needs are satisfied. Thus, motivation becomes a prime mover for efforts
and better work performance.
2. Sense of competence:
To sense of competence denotes the extent to which an individual
consistently regards himself as capable of doing a job. Sense of
competence of an individual depends to a very great extent on his locus
of control. Locus of control means whether people believe that they are in
control of events or events control them. Those who have internal locus of
control believe that they can control and shape the course of events in
their lives; those who have external locus of control tend to believe occur
purely by chance or because of factors beyond their own control. An
individual with internal locus of control tends be high performer than
those with external locus of control. However, this sense of competence is
not an independent factor but depends on the ability of the individual.
3. Ability
While sense of competence is type of perception about oneself,
ability is his personal attributes relevant for doing a job. Often, ability is
expressed in the following way or equation.
24
Ability=knowledge* skill
4. Role perception
A role is the pattern of actions expected of a person in activities involving others.
Role reflects a persons position in the social system with its accompanying rights and
obligations. In an organization, activities of an individual are guided by his role perception
that is, how he thinks he is supposed to act in his own role is clear, the individual tends to
perform well. There are two types of
ambiguity and role conflict role ambiguity denotes the state in which the individual is not
clear what is expected from him in the job situation. Role conflict is the situation in which the
individual engages in two or more roles simultaneously and these roles are mutually
incompatible. In both these situations, his performance is likely to be affected adversely.
5. Organizational resources:
Organizational resources denote various types of facilities ---physical
and psychological ---which are available at the work place. Physical facilities
include appropriate layout of the work place and conductive physical
environment. Psychological facilities include appropriate reward system,
training development
motivating
leadership
organizational
resources
work
motivating
in
two
work,
ways
in
and
do
increasing
on.
These
individual
Role of motivation
25
26
27
Empowerment
In Websters dictionary, the verb empowers means to give the means, ability of
authority. Thus, empowerment in work setting involves giving employees the means, ability and
authority to do something.
Newsroom and Davis have defined empowerment as follows
Empowerment is any process that provides greater autonomy through the sharing of
relevant information and the provision of control over factors affecting job performance.
Empowerment helps remove the conditions that cause powerlessness while enhancing
employee feeling of self-efficacy.
28
approaches
which
have
been
suggested
for
praise,
Perception of
Better
Job mastery
Empowerment
Performance
More selfcontrol
Self-confidence
29
These are the most important principles for people in a way that
reinforces employee empowerment, accomplishment, and contribution. These
management actions enable both the people who work with you and the
people who report to you to soar.
1. Demonstrate, you value people
Your regard for people shines through in all of your actions and words.
Your facial expression, your body language, and your words express what you
are thinking about the people who report to you. Your goal is to demonstrate
your appreciation for each persons unique value. No matter how an
employee is performing on their current task, your value for the employee as
a human being should never falter and always be visible.
2. Share leadership vision
Help people feet that they are part of something bigger than
themselves and their individual job. Do this by making sure they know and
have access to the organizations overall mission, vision, and strategic plans.
Share the most important goals and direction for your group. Where
possible, either make progress on goals measurable and observable, or
ascertain that you have shared your pictures of a positive outcome with the
people responsible for accomplishing the results.
30
4. Trust people
Trust the intention of people to do the right thing, make the right
decision, and make choices that, while may be not exactly what you would
decide, still work.
5. Provide information for decision making
Make certain that you have give people, or made sure that they have
access to, all of the information they need to make thoughtful decisions.
6. Delegate authority and impact opportunities, not just more work
Doesnt just delegate the drudge work; delegate some of the fun stuff,
too. You know, delegate the important meetings, the committee memberships
that influence product development and decision making, and the projects
that people and customers notice. The employee will grow and develop new
skills. Your plate will be less full so you can concentrate on contribution. Your
reporting staff will gratefully shine-and so will you.
31
employees
feel
under-compensated,
under-titled
for
the
32
CHAPTER - 3
INDUSTRY PROFILE
&
COMPANY PROFILE
33
INDUSTRY PROFILE
The insurance sector in India has come a full ci rcle from being an
open
competitive
market
to
nationalization
and
back
to
34
1956: 245 Indian and foreign insu rers and p rovident societies
taken
over
by
the
central
government
and
nationalized.
LIC
insurance
company
established
in
the
year
1850
in
The
Malhotra
committee
was
set
up
with
the
objective
of
The
reforms
were
aimed
at
cre ating
more
effi cient
and
keeping
in
mind
the
structural
changes
currently
35
ii) Competition
iv) Investments
36
v) Customer Service
The
Insurance
Regulatory
and
Development
Authority (IRDA)
37
to
the
insurance
sector
and
in
particular
the
life
insurance comp anies was the launch of the IRDA s online service
for issue and renewal of licenses to agents.
sector
12
life
insurance
38
and
general
insurance
Company
Profile
39
Bajaj Allianz is a joint venture between Bajaj Finserv Limited and Allianz SE.
Both enjoy a reputation of expertise, stability and strength. This joint venture
Company
incorporates
global
expertise
with
local
experience.
The
40
Bajaj Allianz Life Insurance has developed insurance solutions that cater
to every segment and age-income profiles. Currently Bajaj Allianz has a
strong product portfolio and caters to all kinds of customer needs from ULIPs
to Child plans, from group insurance to health insurance.
Vision
To be the Best Life Insurance Company - To Buy from, Work For & Invest in.
Bajaj Allianz Life Insurance has been rated amongst the 50 top service
brands and ranked as Third Best Life Insurer, as per a survey conducted
on 'Most Trusted Companies' by Brand Equity and AC Nielsen-ORG Marg
2012.
41
Term Insurance
Savings Solutions
Investment Solutions
Retirement Solutions
ULIP
Group Insurance
NRI Corner
PRODUCT PROFILE
42
43
Providing for full/partial withdraws any times after three years, provided
three full years premiums are paid.
Maturity benefit equal to the fund value payable on the date of maturity.
commenced
of the policy provided three full years premiums are paid.
44
This plan pays out a guaranteed amount on survival at the end of every 1/5th of
the
Policy term selected. A total of 75% of the sum assured is paid out in the first 4 cash
benefits.
On maturity, 50% of the sum assured is paid along with accrued bonuses. Hence the
total
Cash/survival benefit distributed under this plan comes to more than 100% 0f the sum
assured
in fact 125% of the sum assured.
maturity
or on death, if earlier. In case of maturity or death after 15 full policy years, the company
may
pay an additional terminal bonus for in force policies.
45
of benefits to help you develop a sound financial partfolio for your family. Among the
many
unique benefits, the most significant is the family income benefit (FIB) that sustains the
family by compensating the loss of income due to death or permanent disability. This is
one stop shop solution that can keep ypu and you family financially protected at times
when you need it most. In a financial world where choices can drive you crazy, your
search
for the perfect life insurance plan stops here.
46
Given the daily collections over Rs1 crore and its month-on-month growth,
the second may come true sooner.
According to the Insurance Regulatory and Development Authority (IRDA) figures, the
new premium difference between Bajaj Allianz Life and Birla Sun Life at the end of
August 2004 was Rs37.5 crore. Rival Birla Sun Life has taken the threat seriously.
47
48
4.
DATA ANALYSIS
AND
INTERPRETATION
Response/catego
ry
Sr.
Section
Sr.
Supervis
49
Sr.
Isa
Assista
nt
Tota
l
Percenta
ge
Officer
or
Account
s
Of total
Officer
Money
12
Job security
11
34
Promotion
Career
Welfare measures
Recognition &
18
Development
Reward
Both career
development &
recognition
&rewards
Both job security &
carrier
development
All the above
50
Interpretation:
Data furnished in the above table reveals that 12% of the respondents
feel that money as their motivational factor; the majority 34% opines that
security as their factor for motivation; and surprisingly none voted for welfare
measures; the second largest 18% of the people opted for recognition and
rewards as their motivational factor; 6% of the respondents opine that both
career development and recognition and rewards are the driving motivational
factors at work; 6% of the respondents feel that job security and career
development as the motivational factor; lastly 9% of the respondents voted
for all the above factors which drives them to work as they factor of
motivation.
51
Response/categ
ory
Sr.
Sr.
Sectio
n
Supervis
or
Sr.
Isa
Assista
nt
Total
Accoun
ts
Officer
Percenta
ge
To total
Officer
Transportation
11
15
47
Public service
12
Utilization of it
15
Profit making
12
Checking
accounts
12
52
Interpretation:
From the above table and graph it is obvious that majority 47% of the
respondents opine that transportation is the primary aim of their organization;
12% of the respondents feel that public service is the primary aim of their
organization; 15% of the respondents feel it as utilization of it; 12% of the
respondents agree that profit making as their primary aim of the organization
whereas the remaining 12% feel it to be checking the accounts as the primary
aim of their organization.
53
Response/cate
gory
Sr.secti
on
officer
Sr.
Sr.isa
Supervi
sor
Assista
nt
Total
Percent
age to
total
Accoun
ts
Officer
Happy
Proud
10
31
Good
12
Average
Satisfied
15
Very satisfied
Mixed feelings
21
54
Interpretation:
From the above table it is obvious that6% of the respondents feel
happy about the organization; the majority 31% feel proud of working in the
organization; the second highest 12% of the people feel good about the
organization; 9% of the respondents feel average about the organization;15%are
satisfied of the organization which they are working for;6 % are very satisfied
and the remaining 21% of the respondents have mixed feelings about their
organization.
55
Sr.secti
on
officer
Sr.
Su1pervi
sor
Sr.isa
Assista
nt
accoun
ts
officer
Total
Percent
age to
total
Good
29
Very involved
10
31
Moderate
10
31
Not at all
involved
Interpretation:
From the above data furnished it is clear that 29% of the respondents
feel that the employees are good involve in the organization; the majority
31% respondents feel that the employees are very much involved in the
organization;31% of respondents opine that the employees are moderately
56
involved in the organization; and the least 9% feel that they are not at all
involved in the organization.
5. Effectiveness of employee participation in decision making.
Response/cate
gory
Sr.secti
on
officer
Sr.
Sr.isa
Supervis
or
Assista
nt
Total
Persenta
ge to
total
Accoun
t
Officer
Yes
14
44
No
18
56
Interpretation:
57
effective decision making. And the remaining 44% of the respondents said
yes because they felt that they can participate for the effective decision
making.
58
Respon
se/
categor
y
Sr.
Section
officer
Sr.
Supervi
sor
Sr. Isa
Yes
16
50
No
16
50
Interpretation:
59
Assista
nt
account
s
officer
Total
Percent
age to
total
7. Role of hr in the
organization.
Response
Sr.
Sr.
Sr. Isa
Assistant
Total
Percent
Sectio
Supervi
accounts
age to
category
sor
officer
total
office
r
100%
75%
17
50%
14
43
25%
10
31
Interpretation:
60
From the above data it is clear that the majority 43% of the respondents
opine that the employees role in the organization is only 50%; the least 9% of
the respondents feel that there is role in the employees up to 100% the se
second highest of the collected opinions is 31% that is the role of employees
in the organization according to their opinion only 25%; 17% of the
respondents agree that the there is role of employees in the organization up
to 75%.
8. List of approaches to motivate
Response/catego
ry
Sr.
Sr.
Secti
Supervi
on
sor
Sr.is
Assista
Tot
Percenta
nt
al
ge
Accoun
To total
ts
Office
r
Officer
Awards
28
Rewards
28
Promotional
18
26
channels
Through ldc
No comments
61
Interpretation:
Data furnished in the above table reveals that 18% of the respondents feel
that promotional channels is one of the approach that the organization use to
motivate the employees; the majority 28% of the respondents opines that
awards is other approach to motivate the employee in the organization; 28%
of the people agree that rewards as the approach which the organization use
in order to motivate the employees; lastly 26% of the respondents are not
willing to express their opinion to wards the various approaches used by the
organization to motivate the employees.
Response/categ
ory
Sr.
Sr.
Section
Supervis
Officer
Personal issues
Sr.
Assistan
Isa
or
Total
Percenta
ge
Account
s officer
2
62
18
Educational back
13
17
26
26
ground
Competition
among trade
unions
Reluctance
against
administration
Bias in
management
decisions
63
Interpretation:
Data furnished in the above table clearly shows that the 18% of the
respondents opines that personal issues are the challenges to motivate the
employees. The least 13% of the respondents agree that educational
background is the one of the challenge used by the organization to motivate
the employee. 17% of the respondents said that competition among trade
unions is the challenge to motivate the employees. The majority of the
respondents 26% opined that reluctance against administration is the
important challenge for the organization to motivate the employee. The
majority of the respondents 26% said bias in management decisions is the
biggest challenge towards the management to motivate the employees.
64
Response/cat
Sr.sect
Sr.super
Sr.is
Assist
egory
ion
visor
ant
age
accou
total
officer
Total
Percent
nts
officer
Stagnation,
22
28
28
Miscellaneous
13
No comments
lethargy,
growth
prospects
Lack
of
motivation and
recognition
Decision
taken
by
top
authorities
65
to
Interpretation:
From the above data it is clear that the majority 22% of the respondents opine
that gnation, lethargy, growth prospects are the obstacles that stop employees
performing to the majority 28% of the respondents feel that lack of recognition as
the factor of obstacle stop employees performing the most; 28% of the respondents
vote for the decision taken the top authorities is the key factor that plays in stopping
them from performing to the best; of them agree that the miscellaneous factors play
a major role in obstacles that stop them performing to the best; and not willing to
give their opinion
66
Sr.
Sr.
Section
officer
Sr. Isa
Supervisor
Assistant
Total
Accounts
Percentage
To total
Officer
Yes
12
37
Very little
12
37
No knowledge
26
Interpretation:
Data furnished in the above table clearly shows that the majority 37%
of the respondents agree that they know about the employee motivation and
posses sufficient knowledge on the subject; 37% of the respondents feel that
they are having a very little knowledge on the employee motivation; and the
remaining 26% of the respondents feel that they dont have any knowledge of
what exactly employee motivation is all about.
67
Sr.secti
Sr.superci
gory
on
sor
Sr.isa
officer
Assista
Total
Percenta
nt
ge
to
accoun
total
ts
officer
Yes
10
31
No
18
Sometimes
Depends
No comments
11
36
Interpretation:
From the data furnished in the above table it is clear that the majority 31% of the
respondents feel that they are empowered while contradicting to it 18% feel that
they are not at all empowered; 9% of the employees feel that they are something
empowered; 6% opine that the feeling of empowerment depends on the situation
while the least 36% respondents are not willing to make any comments on this.
68
Response/cate
Sr.secti
Sr.suprevi
gory
on
sor
Sr.isa
officer
Assista
Total
Percenta
nt
ge
to
accoun
total
ts
officer
Recognition
22
12
22
22
& rewards
Delegation of
authority
No
empowermen
t
Very
little
scope
Accountabilit
y
without
suitability
No
link
between pay
&
performance
Work
schedule
Miscellaneou
s
69
Interpretation:
It is obvious from the above table that 22% of the respondents opine
that recognition & rewards are the empowering factors for their performance;
12% of the respondents agree that delegation of authority is the empowering
factor for their performance; surprisingly 22% feel that there is no
empowering factor at all in the organization; 22% respondents agree that
there is s very little scope for empowerment; 4% opt for accountability
without suitability as the empowerment factor; 6% say that there is no link
between pay and performance; 6% of the respondents feel that work
schedule as the factor of empowerment for their performance; 6% of the
respondents opine miscellaneous as the empowerment factor for their
performance.
70
Response/cate
Sr.secti
Sr.supervi
gory
on
sor
Sr.isa
officer
Assista
Total
Percenta
nt
ge
to
accoun
total
ts
officer
Yes
11
36
No
26
Rarely
Satisfied
Through
13
Depends
No comments
Monetary
terms
71
Interpretation:
From the above table it is clear that the majority 36% of the
respondents vote that they have got the recognition from their supervisors
whereas contradicting 26% say as no that they are not recognized from their
supervisors; 4% of the respondents agree that they are rarely recognized for
their work by the supervisors; 9% feel that they are satisfied with the kind of
recognition that they are getting from their supervisors; 13% of the
respondents agree that the fact that the recognition getting is in monitory
terms; 6% of the respondents opine that the recognition is depended on the
work and the situation; and lastly 6% are not willing to make any comments
on this.
72
Response/cate
gory
Sr.secti
on
officer
Sr.supervi
sor
Very satisfied
28
12
16
50
Dissatisfied
22
Very
dissatisfied
Satisfied
Sr.isa
73
Assista
nt
accoun
ts
officer
Total
Percenta
ge
to
total
Interpretation:
Data furnished in the above table clearly gives the information that the
28% of the respondents feel that they are very much satisfied with their job;
the majority 50% of the respondents opine that they are satisfied with their
job; 22% of the respondents vote for dissatisfaction of the job while 0% of the
respondents are very dissatisfied with their overall job satisfaction.
74
16.
OPINION
NUMBER OF RESPONDENTS
PERCENTAGES
(%)
Strongly agree
76
76
Agree
10
10
Disagree
Strongly disagree
Total
100
100
76
80
70
60
50
PERCENTAGES
40
Strongly agree
Agree
30
20
10
0
Disagree
10
Strongly disagree
RESPONDENTS
Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the employees need to be remind that their jobs are
dependent on the companys to complete effectively, (76%) as strongly
agree, (10%) as agree, (8%) as Disagree, (6%) as strongly disagree.
75
17.
conditions
of their employees
OPINION
NUMBER OF RESPONDENTS
PERCENTAGES
(%)
Strongly agree
40
40
Agree
24
24
Disagree
20
20
Strongly disagree
16
16
Total
100
100
40
40
35
30
25
PERCENTAGES
20
Strongly agree
Agree
15
10
5
0
24
Disagree
20
16
Strongly disagree
RESPONDENTS
Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the supervisors should give a good deal of attention of the
physical working conditions of their employees, (40%) as strongly agree,
(24%) as agree, (20%) as Disagree, (16%) as strongly disagree.
76
18. Special wage hike should be given to employees who perform their jobs
very well
OPINION
NUMBER OF RESPONDENTS
PERCENTAGES
(%)
90
90
Agree
Disagree
Strongly disagree
Total
100
100
Strongly agree
90
90
80
70
60
PERCENTAGES 50
Strongly agree 40 Agree
30
20
10
0
Disagree
Strongly disagree
0
RESPONDENTS
Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the special wage hike, should be given to employees who
do their jobs very well, (90%) as strongly agree, (6%) as agree, (4%) as
Disagree, (0%) as strongly disagree.
77
19. Better job description would be helpful so that company will no exactly what is
employees expected of them
OPINION
NUMBER OF RESPONDENTS
PERCENTAGES
(%)
Yes
69
69
No
31
31
Total
100
100
31%
Yes
No
69%
Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the better job description would be useful,(69%)as Yes,
(31%) as no.
78
NUMBER OF RESPONDENTS
OPINION
PERCENTAGES
(%)
Strongly agree
50
50
Agree
33
33
Disagree
Strongly disagree
13
13
Total
100
100
50
50
33
40
PERCENTAGES 30
Strongly agree
20 Agree
Disagree
Strongly
13 disagree
10
0
RESPONDENTS
Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about an individual recognition is necessary for attaining
79
NUMBER OF RESPONDENTS
OPINION
PERCENTAGES
(%)
Strongly agree
44
44
Agree
50
50
Disagree
Strongly disagree
Total
100
100
50
44
50
40
PERCENTAGES 30
Strongly agree
20
Agree
Disagree
Strongly disagree
10
0
RESPONDENTS
Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the indifferent supervision can often bruise feelings, (44%)
80
22. The company retirement benefits and stock programs are important factors
on
their jobs
NUMBER OF RESPONDENTS
OPINION
PERCENTAGES
(%)
Strongly agree
60
60
Agree
19
19
Disagree
10
10
Strongly disagree
11
11
Total
100
100
60
60
50
40
PERCENTAGES
Strongly agree
30
Agree
19
Disagree
20
Strongly disagree
10
11
10
0
RESPONDENTS
Inference:
From the about analysis we can say that out to of 100 Respondents
given their opinion about the company retirement benefits & stock programs
81
23. Almost every job can be made most stimulating and challenging
NUMBER OF RESPONDENTS
OPINION
PERCENTAGES
(%)
Strongly agree
50
50
Agree
40
40
Disagree
Strongly disagree
Total
100
100
50
50
40
40
PERCENTAGES
Strongly agree
30
20
Agree
Disagree
Strongly disagree
10
0
RESPONDENTS
Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the every job can be made more stimulating challenging,
82
24. Many employees want to give their best in very thing they do
OPINION
NUMBER OF RESPONDENTS
PERCENTAGES
(%)
Yes
99
99
No
Total
100
100
1%
Yes
No
99%
Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the many employees want to give their a best every thing
they do, (99%) as yes (1%) as no.
83
25.
OPINION
NUMBER OF RESPONDENTS
PERCENTAGES
(%)
Strongly agree
30
30
Agree
40
40
Disagree
22
22
Strongly disagree
Total
100
100
40
40
35
30
25
PERCENTAGES
20
Strongly agree
Agree
15
10
5
0
30
22
Disagree
Strongly disagree
RESPONDENTS
Inference:
From the about analysis we can say that out to of 100 Respondents given
their opinion about the management need show more interested to the
employees by sponsoring social events after hours, (30%) as strongly agree,
84
CHAPTER - 5
85
FINDINGS
Transportation
8. Awards and rewards are the high rated approaches that which
motivates employees.
10. Lack of motivation and recognition, decision taken by top authorities are
the obstacles
that stoop employees performing to the best.
86
12. There lie the similarities between the responses opined by the
employees on recognition & rewards, no empowerment, very little
scope. It shows that there is a lack of information towards the
empowerment.
87
SUGGESTIONS
1.
2.
3.
4.
5.
6.
motivation.
7.
88
Enthusiasm:
The employees in the organization are lacking enthusiasm. The
employees are working with out interest. The chef is the expert
whereas cook is his follower. The cook will not have expertise likewise
in this organization are like cooks. There is no proficiency, no expertise.
The main problem with these employees is that they lack the item that
is enthusiasm.
The lack of enthusiasm is due to the following factors:
i.
ii.
iii.
iv.
Low interest
Less motivation
Obstacles in performance
Low empowerment
Gearing hr activities:
A satisfactory hr environment is essential in every organization
for its successful functioning. The management must gear u-p the hr
activities to create a favorable hr climate in the organization.
Welfare facilities:
89
celebrations
of
organization
functions,
such
as
`safety
90
Employee recognition:
Employee recognition by his performance can be identified the
talent and the competency. It is commended that talent nurturing is to
be adopted and infrastructure also pays a vital role in motivating the
employee.
91
CHAPTER - 6
BIBLIOGRAPHY
92
BIBLIOGRAPHY
Books
Websites
2. Journal of extension understanding employee motivation, www.joe.org.
3. Business balls, employee motivation, www.businessballs.com.
4. All business a d & b company, building morale, motivating and empowering
employees. By weiss, w.h date: monday, january 1
2001,www.allbusiness.com/human-resources/workforce-management.
Magazines
93
Questionnaire
1. Following are the list of motivational factors.
Money
Job security
Promotion
Career development
Welfare measures
Recognition & reward
Both career development & recognition &
rewards
Both security & carrier development
Both job security & carrier development
All the above
94
Average
Satisfied
Very satisfied
Mixed feelings
No
95
96
lethargy,
growth
prospects
Lack of motivation and recognition
Decision taken by top authorities
Miscellaneous
No comments
97
Yes
Very little
No knowledge
link
between
pay
&
performance
Work schedule
Miscellaneous
98
Yes
No
Rarely
Satisfied
Through
Monetary terms
Depends
No comments
b)Satisfied
Dissatisfied
Very dissatisfied
16.Employees need to be remind that there jobs are dependent on the companys
ability
to
(
compete
effectively
)
a. Strongly agree
b. Agree
c. Disagree
disagree
99
d. strongly
17. Supervisers should give a good deal of attention of the physical working
conditions
of
(
their
employees
)
a. Strongly agree
b. Agree
c. Disagree
d. Strongly
disagree
18 Special wage hike should be given to employees who perform their jobs very
well(
)
a. Strongly agree
b. Agree
c. Disagree
d. Strongly
disagree
19.Better job description would be helpful so that company will no exactly what is
employees expected of them
(
a. Yes
b. No
)
a. Good
21.
(
b. Poor
Indifferent
c. Excellent
supervision
can
d. Some extent
often
bruise
feelings
)
a. Strongly agree
b. Agree
c. Disagree
d. Strongly
disagree
22. The company retirement benefits and stock programs are important factors
on
Their
(
)
a. Strongly agree
b. Agree
disagree
100
c. Disagree
d. Strongly
jobs
23. Almost every job can be made most stimulating and challenging
(
)
a. Strongly agree
b. Agree
c. Disagree
d. Strongly
disagree
24. Many employees want to give their best in very thing they do
(
)
a. Yes
b. No
events
after
hours
)
a. Strongly agree
b. Agree
disagree
101
c. Disagree
d. Strongly