Motiv

ation – Basi
c Concept
s and
Theori
es
Meani ng ofMot i
vati
on-The t er
m ‘ moti
vat
ion’is
der
ivedfr
om t
hewor
d‘mot
iv .‘
e’ Mot
ivat
ion’i
stheprocess
ofinspiri
ngpeopl einordertointensi
fytheirdesi
reand
will
ingnessforexecut
ingthei
rduti
eseffect
ivel
yandf orco
-operati
ng to achiev
et he common obj ect
ives of an
enterpri
se.

I
not herwords,itmeanstoi nduce,i
nsti
gat
e,inci
teor
promptsomeone t o a par
ti
cularcourse ofacti
on f
or
gett
ingtheresul
tsexpect
edfr
om him.

According to E.F.L. Brech-“Moti

vat
ion is a gener al
i
nspirati
onprocesswhi chget sthemember softheteam
pulltheirweighteffecti
velyto giv
et hei
rloyal
tytot he
group,tocarryoutproperlythetaskstheyhaveaccepted
andgener al
l
yt oplayanef fecti
vepartinthejobthatthe
grouphasunder t
aken.”

Mot iv
ati
onmayber egar
dedasani nt
egralpartoft he
processofdi rect
ion.In direct
ing thesubordi
nates,the
managerhast otryt ocreateint hem t
hewi ll
i
ngnesst o
pursuethegoal soft heor ganisat
ionenthusi
asti
call
y.In
tr
ying to do so,themanagermaybesai dto concern
hi
msel fwithmotiv
ation.

Char
act
eri
sti
csofMot
ivat
ion-Thesal
i
entf
eat
uresor
charact eri
sticsofmot i
vati
onar easf ol
lows:
1.Human Aspect -Mot i
vation isconcer ned excl
usi v
ely
witht hehumansi deofanent erprise.Itmeansapr ocess
ofst imulatinghumanbei ngst omakeact i
onf orget t
ing
desiredr esults.I
tcreateswi l
l t
owor kintheindi
v i
duals.
Ifamanagercanent huse,initi
ateandbui ldupl oyal
tyof
theempl oyeest owar dstheachi evementoft heenterprise
objectiveswi t
htheirwi l
li
ngco- oper ati
on,thesum tot alof
allthesewi l
lamountt omot ivation.Thus,mot ivati
oni sa
behav ioural concept t hat di r
ect s human behav i
our
towar dscer taingoals.

2.Psy chologicalConcept -Motivat

ionisapsy chological
conceptwhi chgenerat
esf eeli
ngsofcer tai
nneedswi thin
anindividual.Humanneedsar enothingbutf eelingsinthe
mind ofa per son t
hathe l acks certaint hings.Such
i
nternalfeelingsaff
ectthebehav i
ouroftheper son.
Thewor kers,evenwithext r
aordi
naryabi l
it
ies,wi llnotbe
abl
et o perform asdesi red unl
esst heyar e effecti
vely
motivated.Ef f
ecti
ve perfor
mance on t he par toft he
workerscanbesai dtobet heendr esultoft heirabili
ties
backedbypr opermotivat
ion.Thus,

Per
for
mance=Mot
ivat
ionxAbi
li
ti
es.

3.Need- Sati
sfyi
ng Acti
vit
y- Moti
vati
on isr el
ated to
sati
sfyi
nghumanneeds.I tcanbeef f
ecti
veonlyuponan
accurate anal
ysis of the workers’ needs for the
sati
sfacti
onofwhi cht
heycanbei nducedtowor kinthe
desi
redmanner .Aworkerwil
lper
formt hedesi
redacti
vit
y
only so l ong as he sees hi s acti
on as a means of
continuedf ul
fil
l
mentofhi scher i
shedneeds.
Allmot i
vat edbehav i
ouront hepar tofhumanbei ngsi
s
dir
ect ed t owards satisfacti
on orf ulfi
l
lmentofneeds.
4. Mot i
vat i
oni sTotalnotPar t-A wor kercannotbe
motiv atedi nparts.Eachi ndi
vidualintheor ganisati
onisa
self
-cont ainedandi nsepar abl
euni tandal lhisneedsar e
i
nter-related.Theseaf fecthisbehav iourindifferentways.
Tobesuccessf ul,motivati
onmustt akeawor kerasan
i
ndivisibleuni tandseekt oappealt oal lhisur gesand
aspirati
ons.

5.Fi nanci alandNon- Financial

-Mot i
vationmayassume
sever alf ormsdependi ngupont heneeds,emot i
ons,and
sentiment soft hewor kers.Broadl
yspeaki ng,itcanbe
classified as f inanci al and non- fi
nanci al. Financial
mot i
v ationmaybecr eat edbywayofi ncreasingwages,
all
owances, bonus,prizes, andotherperquisites;whil
enon
-fi
nanci al mot iv
ation may t ake the f orm of pr aise,
recogni ti
on,pr ovi
dinggr eaterresponsibil
it
yori ncreased
parti
ci pationindecision- making,et
c.

6.ConstantProcess-Humanneedsareinf
ini
te.Asvery
aptl
yputbyAbr aham H.Maslow,“Man is a want
ing
ani
mal —assoonasoneofhisneedsissati
sfi
ed,anot
her
appearsinitsplace.Thi
sprocessisunending…”This
meansmot iv
ati
oncannotbeat i
me-boundprocess.I
tis
conti
nuous.
Rol
eorI
mpor
tanceofMot
ivat
ion-
Mot
ivat
ion i
s
one of t he most i mportant factors det ermining
organisati
onal ef f
iciency and ef f
ectiveness. Al l
organisati
onalfaci
li
ties wi l
lgo wast ei nt he lack of
mot i
vated peopleto ut i
lise t
hese facil
i
ties effecti
vely
.
Every super i
orinthe or ganisati
on mustmot i
vate his
subordinatestocr
eatei nthem thewil
ltowor k.

Theroleori
mpor
tanceofmot
ivat
ionmaybesummedup
asfol
lows:

1.Remov alofApathy
-I tist
heconsi deredview t
hatthe
workersasar ul
edonotexer tadequat eenergyforthe
accompli
shmentofa t ask assigned t othem.Thi sis
becausetheyaresomehow di ssatisf
iedwi t
hwor k,work
sit
uati
onorwi ththemanagementaut hor
it
y.Mot i
vat
ion
removesthi
sapathyofthewor kersforpeakper f
ormance.

2.Combi ning‘Wil
ltowor k’with‘Capacityforwor k’-The
wil
ltowor kdiff
ersfr
om t hecapacityf orwork.Amanmay
havet he capacityfordoi ng a wor k havi
ng phy sical
str
ength,techni
calskil
l,suffici
entintell
i
genceandment al
al
ertness;buthemaynothav ethement ali
tytoapplyt hem
i
nf ullt
ohi swork.Mot i
vat i
onr emov esthispsychological
barr
ierandcombi nesthewi lltowor kwiththecapaci t
yf or
workoft heworkers.

3.Secur
ingFullSuppor
tandEnergyoftheWorker
s-The
vi
talmarkofasuccessf ulmanagerishiscapaci
tyto
ensur
efullsuppor
tandco-oper
ati
onoftheworker
swith
theirenergy,abi
li
tyandenthusi
asm.“Youcanbuyaman’ s
ti
me,y oucanbuyaman’ sphy si
calpresenceatagi ven
place,buty oucannotbuyhi senthusiasm,ini
ti
ati
veor
l
oy alt
y and hi s capaci
ty, wil
l and energy without
mot iv
at i
on.
”Thev i
talmarkofasuccessf ulmanageri s,
thus,associatedwit
hmot i
vati
on.

4.Under standing the Empl oy ees’Needs-Mot iv

ation
makesthemanager sunder st
andandr ealiset
heneedsof
theemployeesandgi v essat i
sfactiontothem accordingly
.
I
ftherei
st hisunderstanding,andmot ivat
ionworksbehi nd
i
t,themanager saresur etor eceiv eneededco- oper
ation
oftheempl oyeesforthepr ofi
tabili
tyoftheenterpri
se.

5.Maxi mum Ut i
li
sation ofthe Resources-Mot i
vati
on
i
nspir
est hewor kerst omaket hebestpossibl
euseof
dif
fer
entfactorsofpr oducti
on.Theyworkwhole-
heartedl
y
toapplytheirabil
i
tiesi nmini
misingwasteandcost.This
wil
lenabletheenterprisetouti
li
seitshuman,phy
sicaland
fi
nanci
alresourcest othemaximum.

6.Increasein Effi
ciencyand Output-Mot i
vat
ion i
san
eff
ecti
vei nst
rumenti nthe hands oft he manager
st o
maximise eff
ici
ency ofoper ati
ons and outputoft he
enter
prise.Moti
vatedemployeesputhi gherperf
ormance
ascompar edtootheremployees.

A happyand contended wor

kf or
ce ensures i
mproved
ef
fi
ciency and higher output
.I ncrease in labour
pr
oductiv
ityr
esul
tsinhigherwagesfort heworker
sand
i
ncreasedpr
ofi
tsf
ortheent er
pri
se.Thehighperf
ormance
i
samustf oranorganisat
ionbeingsuccessf
ulandt hi
s
per
formancecomesthroughmotivat
ion.

7.Low Empl oyeeTur nov erandAbsent eei sm-Mot i

vat ed
employeesst ayintheor ganisati
onandt heirabsenteeism
i
squitelow.Hi ghlabourt ur
noverandabsent eei
sm cr eate
manypr oblemsint heor ganisati
on.Existenceofat t
ractive
fi
nanci
alandnon- fi
nanci alincenti
v eshelpst oretaint he
employees.Theyar enoteasi l
yt emptedawaybyof fers
fr
om thecompet i
tors.Wi t
hr educed labourt urnover,it
becomespossi blef ortheent erprisetopl anitsactivit
ies
onalong-term basi
s.

8.AcceptanceofOr gani
sati
onalChanges-Or ganisati
ons
areintegr
alpart
soft hesociety .Thechangestakingpl ace
i
nt hesociet
y,i.
e.changesint echnology,
knowledge, value
system,etc.
,requir
eanor gani sati
ontoincorporatethose
changestocopeupwi tht
her equi r
ementofthetime.

Whent hesechangesar ei ntr

oducedi ntheor
ganisat i
on,
thereisat endencytor esistchangesbyt heempl oyees.
Howev er
,iftheyarepr oper l
ymot ivat
ed,t
heywillaccept,
i
ntroduce and implementt hese changesand keep the
organi
sati
onont her i
ghttrackofpr ogr
ess.

9.BetterIndustr
ialRel
ati
ons-Exi stence ofattr
activ
e
moti
vati
onal schemes promotes cl oser i
dent
ifi
cati
on
bet
weent heenter
pri
seanditsworkers.Theymerget heir
i
ndiv
idualint
erest
s wit
ht he organisati
onalobject
ives.
There ari
ses a sense of belonging and mut ualco-
operat
ionatalllevels.Moti
vat
ionwi l
lf ost
erteam spir
it
amongt hewor kers.Thi
swi l
lreducel abourunrestand
creat
ebetterr
elat
ionsbetweenthemanager sandwor ker
s.

10.Faci l
itati
ng Ot herFunct i
ons ofManagement -The
successf ulaccompl i
shmentofdi f
fer
entfunct i
onssuchas
planning, or ganising, di r
ecti
ng, coor dinati
ng and
controll
ing-allar einter
-l
inkedwithmot i
vation.Motiv
ation
i
st he rightf orce thatcan make pl anning successful
,
organisationsound,di r
ectionforcef
ul,co-
or di
nati
ont i
ght
andcont rol ef
fective.

From theabovedi
scussi
on, i
tiscl
earthatmot i
vat
ionisof
greatimport
ancet
obusi nessacti
vi
ti
esasi tisav i
talpar
t
ofmanagementpr ocess.No t angi
bler esultofbest
perfor
manceispossi
blewi t
houtmoti
vation.

Accordi
ngtoAr
nol
d,t
her
ear
e3component
sof
motiv
ation:

 di
recti
on–whataper sonistryi
ngtodo
 eff
ort–howhar dapersonistryi
ng
 persi
stence–howlongaper sonkeepsont
ryi
ng
Direct
ion might point the way ,but ef forti s what
establi
shesmoment um,andper sistencedetermineshow
farthechangeiscarried(i
ntimeaswel lasi nmagnitude
of out come)
.(from Cl i
ent-
centered Directi
on) Hence,
Arnold’
s3component saresuit
ablet odescri
bet helev
elof
mot i
vationaper
sonorat eam shows.Thi sconceptdoes
notgi
veanyr
easonsf
ormot
ivat
ion.
Further
mor e,l
i
ter
atur
edisti
ngui
shes2 t
ypesoff
act
ors
thatinf
luencemoti
vati
on:

 I
ntri
nsic – self generat
ed fact
ors( r
esponsi
bil
i
ty,
fr
eedom toact ,scopet ouseanddev el
opskil
lsand
abil
i
ties, i nt
eresti
ng and chal l
engi
ng wor k,
opportuni
ti
esforadv ancement
)–t heyhaveadeeper
andlonger-
term eff
ect

 Extr
insic–whatisdoneforpeopl
etomotivat
et hem
(
rewards,promoti
on,puni
shment)– they have an
i
mmedi ateandpowerf
uleff
ect
,butwon’tnecessari
l
y
l
astl
ong

Mosti
nfl
uent
iali
stheNeeds(
cont
ent
)Theor
y
 AllNeedst heori
esf ocusonspeci f
icneedspeopl e
wantt osat i
sfy.Therear esev er
alt heori
esthatexplai
n
mot iv
ationasar esultoft heseneeds.
 The under l
ying concept i s t he belief that an
unsatisfi
ed need cr eat es tension and a st at
e of
disequil
ibri
um.Tor estorebalance,agoali sidenti
fi
ed
thatwi l
lsat i
sfytheneedandabehav i
orpathwayt o
thisgoal i
sselected.
 Allbehaviorismot i
vatedbyunsat isfi
edneeds.
 People wi ll be bet ter mot ivated ift heir work
experiencesat i
sfi
estheirneedsandwant s.
  Needstheori
esdi sti
ngui
shbetweenpr i
maryneeds,
suchasf ood,sleepandot herbi
ologi
calneeds,and
secondar
ypsy chologi
calneedsthatarelear
nedand
varybycul
tur
eandbyi ndi
vi
dual
.

Masl
ow’
shi
erar
chyofneeds

Masl
owshi
erar
chyofneeds
I
fal
owerneedissati
sfi
ed,i
tnol
ongermotiv
atesbehavior
;
t
henexthi
gheronebecomesdominant
.(Def
ici
tpr
inci
ple)
 Thef i
veneedsex i
sti
nahier
archy.Higherneedsonl
y
becomei mpor t
antwhenl
owerneedsar esatisf
ied
 Higher-
orderneedspr
ovi
degreatermotiv
at i
on.
 Diff
erentpeopl
emayhavedif
ferentpr
iori
ties.
Thet heoryhelpsmanagerstoident
if
ywhichpart
icul
ar
needsar erel
evantforempl
oyeesandthustodet
ermine
appropri
atemot i
vat
ors.

Al
der
fer
’sERGTheor
y
I
s based on Masl
ows Hier
chyofneeds;recat
egor
izes
Masl
ows categori
es ofneeds i
ntot
hree simpl
erand
br
oadergr
oups:

 Exist ence needs – need f ormat erialand ener gy

exchange; basi
cphy siologi
calandsaf etyneeds
 Relat edness needs – t ransact i
ons wi th human
env i
ronment ,processofshar i
ngormut ualit
y ;needfor
i
nter per sonalr el
ationships and at t
ent i
on;i s about
equiv alentt oMasl owssoci alneedsandpar toft he
esteem needs
 Growt hneeds–peopl emakecr eati
v eorpr oduct
ive
effortsf orthemselv es;needf orper sonalgr owthand
self-dev elopment;par tofMasl owsest eem needsand
self-fulfi
llmentneeds On cont r
astt o Masl ow,her e
mor et hanonel evelofneedscanber el
ev antatt he
same t i
me.Ther ei s no hierarchy ;peopl e mayf or
i
nst ancewor kt oful f
il
ltheirper sonalgr owt hneeds,
wher easnotal relat
ednessneedsar ef ulf
il
led.

McCl
ell
and’
sneeds

Basedmai
nlyonst
udi
esofmanager
s,3mosti
mpor
tant
needs:

 achi
evement – need f or compet i
ti
v e success
measur edagai
nstapersonal st
andardofexcell
ence
 aff
il
iat
ion–needf orwar m,fri
endl
yrel
ationshi
pswith
others,
inter
per
sonalrelat
ionshi
ps
 power–needt ocontrolandinfl
uenceothers
Thehierar
chyoft hesethreegroupsofneedsmaydi ff
er
fr
om indivi
dualtoi ndi
vi
dual.Hence,ther
ear edif
fer
ent
moti
vatorsdependingonaper son’
shi
gh-pr
ior
it
yneeds.

Her
zber
g’st
wo-
fact
ormodel

Ther ear esomef actor

st hatresultin sati
sfacti
on and
somef act or
st hatjustpreventdissat
isf
acti
on.According
to Her zberg, the opposi te of Sat isf
acti
on i s No
Satisfaction and the opposite ofDissati
sfacti
on is No
Dissatisfacti
on.

 Motivators–f act orst hatreall

ymot ivat
epeople,also
cal
ledsat i
sf i
ers, prov i
dei nt
rinsi
cmot ivat
ion
Exampl es f orMot ivators:r ecogni t
ion,growth and
career dev el
opment oppor t
unities, responsi
bil
ity,
autonomy ,self-fulfil
lment
 Hygienef actors–di ssati
sfier
s;t heirabsencewoul d
demot ivat
epeopl e,butt heirpresencenotnecessar il
y
i
mpr ov es mot ivation; essent i
al l
y descr ibe t he
envir
onment ,l
ittl
eef fectonposi ti
vej obatti
tudes
Exampl esf orHy gi enef actors:salary,workconditi
ons,
rel
ationshipswi thsuper iosandpeer s,companypolicy

Pr
ocesscogni
ti
vet
heor
y

 Emphasis on psychologi
calprocesses t
hateffect
moti
vat
ionandonbasi cneeds
 Concerned wi
th people’
s per
cepti
ons and t
he way
t
heyint
erpr
etandunder st
andit
  Peopl
ewil
lbehi
ghl
ymotivat
edi
ftheycancont
rolt
he
meanst
oatt
aint
hei
rgoal
s

Expect
ancyt
heor
ybyVr
oom

Value, i
nstrument al i
ty( beli
efthatifwedoonet hingit
wil
ll ead t o anot her),expect ancy ( probabil
it
yt hat
acti
onoref fortwill l
eadt oanout come) .
Str
engt h ofexpect at i
ons may be based on past
experiences.
Mot i
vation is onl yl ikelywhen a cl earl
yper ceived
rel
ationship exi sts bet ween per formance and an
outcomet hatisseenasameansofsat i
sfyingneeds.
PorterandLawl erdev el opedthist heoryintoamodel
suggest i
ngt hatt herear etwof actorsdet ermini
ngt he
eff
or t people put i
nto their j
obs:
1Val ueofr ewar dst oi ndi
vi
dual sinsof arast hey
sati
sfyt heirneeds

2 Pr obabi
li
tythat rewards depend on eff
ort
,as
perceived by i
ndi
vidual
s,t hei
r expect
ati
on about
rel
ationshi
psbet
weenef f
ortandreward
Twoaddi
ti
onal
var
iabl
es:

 Abil
it
y–i ndi
vi
dualcharact
eri
sti
csandskil
l
s
 Rolepercept
ions–whathewant stodoorthi
nkshe
i
srequiredtodo,goodi ftheycorr
espondwi
ththe
v
iewpointoft
heorganisati
on
Goalt
heor
ybyLat
ham andLocke

Motivationandper formancear ehigherwheni ndi

vi
duals
aresetspeci fi
cgoals.
Goalshav etobedi ff
icul
tbutaccepted.
Feedbackonper f
ormanceal l
owst hei ndivi
dualtotrack
howwel lheorsheisdoinginrelat
iontot hegoal.
Part
icipationingoalsetti
ngisimpor tant–goal sneedt o
beagr eed.
Aslongast heyareaccepted–demandi nggoalsl
eadt o
bett
erper formancethaneasygoals.

React
ancet
heor
ybyBr
ehm

I
ndi vi
dual
sarenotpassi v
erecei
ver
sbutresponders.
Theyseekt or educeuncer t
aint
ybyseekingcontrolabout
factorsi
nfl
uencingr ewards.
Managementi ni
tiat
ivesaboutmotivat
ionwil
lonlywor kif
theymakesenset ot hepeopleintermsoft heirown
valuesandorientati
on.

Equi
tyt
heor
ybyAdams

 Percepti
onspeopl ehaveabouthow theyarebeing
treatedascompar edwit
hothers
 I
nv olv
es feeli
ngs and percepti
ons,is al
ways a
compar ati
veprocess
 Peoplewillworkbett
eri
ftheyaret
reat
edequi
tabl
y
  Twof ormsofequi ty:
Distr
ibuti
ve–f ai
rnesspeoplefeelt
heyarerewardedin
accordancewitht heircont
ri
buti
onandincompar ison
withothers
Procedural–percept i
onsofemployeesaboutfai
rness
ofcompanypr ocedur es
 Wehope/ expectt hatthei
nputswegi v
eintoourj ob
equal t
heoutputsweget

Monet
aryandNon-
Monet
aryMot
ivat
ion
Monet aryandNonMonet ar
ymot i
vati
onisr el
atedt
othe
motivationalf
actor
sthatmot i
vat
eaper sont oworkand
whichcanbeusedt oenhancetheirper
for¬mancecanbe
cl
assifiedintotwocategori
es-
monetaryfactor
sandnon-
monet aryfact
ors:

Monetar
yFact
ors-
Monet
aryf
act
orsar
eext
ri
nsi
ctowor
k,
such

ast
hef
oll
owi
ng:

1.Sal
aryorwages-Thisi soneoft hemosti mpor
tant
moti
vat
ionalfact
orsin an organi
zat
ion.Sal
a¬ri
es and
wagesshoul
dbef i
xedr
easonablyandpaidont
ime.

2.Bonus-Bonusi san extrapaymentov erand above

salar
y,anditactsasani ncent
ivet
oper for
m bet
ter.I
tis
l
inked to the pr of
it
abil
it
y and pr oducti
vi
ty of the
organi
zati
on.
3. Financi
al incent
ives- The organizat
ion provi
des
additionalincent i
vest otheirempl oyeessuchasmedi cal
all
owance,t r
av ell
ing all
owance,house r ental lowance,
harddut yall
owanceandchi l
dreneducat i
onalal
lowance.
4.Pr omot ion(monet arypart)-Promot i
onisattachedwi th
i
ncrease i n pay ,and t his mot i
vates the empl oyee to
perform bet t
er.
5.Prof i
t shar ing-This is an ar rangement by whi ch
organi zati
ons di stri
bute compensat ion based on some
established f ormul a designed ar ound t he company ’
s
profi
tabi l
it
y.
6.St ockopt ion-Thi sisasy stem bywhi chtheempl oyee
receivesshar esonapr eferenti
albasiswhi chr esultsin
fi
nanci albenefitstot heempl oyees.

Non-monet aryFactors-Non-monetaryfactorsar
er ewards
i
ntri
nsictowor k,suchast hefol
lowing:
1.Stat
us:
An empl oyee is mot i
vated by bet ter status and
desi
gnation.Or ganizat
ions should off
erj ob ti
tles t
hat
conveytheimpor tanceofthepositi
on.

2.Appr
eciati
onandrecogniti
on:
Employ
ees must be appr eci
ated and r easonably
compensatedforal
lthei
rachi
ev ementsandcont
ri
butions.

3.Work-l
if
ebalance:
Employeesshouldbei naposi t
iontobal ancethet wo
i
mpor t
antsegment s ofthei
rlif
e—wor k and li
fe.This
bal
ancemakest hem ensur
ethequali
tyofwor kandli
fe.A
bal
ancedemployeeisamot i
vat
edempl oy
ee.
4.Delegati
on:
Delegati
on of aut hor
it
y pr omotes dedicati
on and
commi tmentamongempl oyees.Employeesaresat
isfi
ed
thatthei
remploy erhasfait
hi nthem andthismoti
v at
es
them toperf
orm bett
er.

5.Wor ki
ngcondit
ions:
Healthywor ki
ng condi
ti
ons such as propervent
il
ati
on,
properlight
ingandpr opersanit
ati
oni mprovethewor k
performanceofemployees.

6.Jobenr i
chment:
This prov i
des employees mor
e chal
l
enging t
asks and
responsibil
it
ies.Thejoboftheemployeebecomesmor e
meaningf ulandsati
sfyi
ng.

7.Jobsecuri
ty:
This promotes empl oy
ee invol
vement and bett
er
perf
ormance.An employee shoul
d notbe kepton a
temporar
ybasisforal
ongper
iod.