A

DISSERTATION REPORT

ON

THE IMPACT OF EMPLOYEE MOTIVATION

ON

ORGANIZATIONAL EFFECTIVENESS

SUBITTED TOWARDS PARTIAL FULFILMENT

Of

BACHOLEOR OF BUSINESS ADMINISTRATION

ACADEMICSESSION

2019-20

Submitted To: submitted by:

Mrs Supreet Kaur Komal Sharma

Roll no.170800250038

SURAJMAL AGARWAL PRIVATE KANYA MAHAVIDYALAYAKICHHA

(Affiliated to Kumaun University, Nainital)

 ACKNOWLEDGEMENT
I am thankful to Miss. Arshi Khan (Head of Management Department) who had provided all
the required facilities to carry out the dissertation project work and nurturing my skills to
execute the requirements.

I am heartily thankful to my guide Mrs. Supreet Kaur whose encouragement, guidance and
support from the initial to the final level enabled me to develop an understanding of the
subject.

I offer my regards and blessings to all faculty of SAPKM and all the people who supported
me in any respect during the completion of the desseration project.

Last but not the least I thank my dear parents, teachers and friends who have been source of
support, strength, inspiration, and encouragement for whatever I am today.
 STUDENT DECLARATION
I, Komal Sharma hereby declare that this dissertation titled, “A study the impact of employee
motivation on organizational effectiveness. Is record of original and independent study
carried out by me under the guidance of Miss. supreet kaur faculty at Surajmal
Agarwal private kanya Mahavidhyalaya , Kichha, submitted In the partial fulfilment of
the requirement of the Kumaun university , for the award of degree of bachelor of
business administration.

I further declare that this report prepared is the original study conducted by me and has not
being submitted earlier for the award of any other degree/ diploma by kumaun university or
any other university.

Komal Sharma
 LIST OF CONTENTS

Chapters
Chapters 1
1. Introduction
2. Objective of the study
Chapter 2
3.concepts & studies
( review of literature)
Chapter 3
4.Research Methodology
(sample size ,sample design, source of data collection , location
of the study)
Chapter 4
5. Data analysis and interpretation

Chapter 5
6. findings and conclusion
7. suggestion and recommendations

Chapter 6
8.Limitations of the study
9.Significance of the study

References or Bibliography

Questionnaire
CHAPTER 1
 EXECUTIVE SUMMARY

The study was undertaken to employees motivation of nelson company employee with
special regard to oriented policies and various benefits. The methodology adopted for my
project work is descriptive type of research and in which the structured questionnaire is
prepared to survey the employee of the company The policies and practices practiced at
present so as to identify the satisfaction level of the employees. l have taken sample size of 50
employee of the company he research of the topic is done on the basis of primary and
secondary data and percentage is taken the analysis tool to collect information about the
Nelson have recommend many says to eliminate the weakness thus identified in order to
make the system more effective and contemporary is common most popular brand Moreover
the also provided me guidance about their management my training at Nelson company Was
a knowledgeable experience.
 Objectives of the study

Acknowledging the importance of employee motivation in everyday work, the research

is carried with the aim to:

Study the definition of employee motivation, its concepts and methods, and the link of it
to organization effectiveness.

Find out what factors motivating the most.

CHAPTER 2
 Nelson Global Product Private Limited

Nelson Global Products designs, manufactures, and markets a broad range of fabricated high
performance OEM and aftermarket products for the global commercial vehicle, on-highway
and off-highway markets and the out doer creational vehicle and power markets. These
products include mufflers and silencers, exhaust tube assemblies, EGR and Thermal
Management Tubing (TMT) for emissions systems, pressurized air and fluid carrier tube
assemblies and structural assemblies. Overall Nelson employs over 3,000 persons worldwide.
Our process and product engineering capability, coupled with our advanced metal
forming expertise via our recent Water Works Inc. acquisition, positions us uniquely
to provide complete design and manufacturing solutions for the complexities which
our customers face in their various markets.

Our Products
Nelson Global Products mufflers have been around for more than 70 years and have the
distinction of having the widest product range available in the marketplace. Product
durability, reliability, quality and total cost of ownership is a responsibility we do not take
lightly. Product development, material selection, product validation and world-class
manufacturing is continually reviewed to ensure that you get the best product
possible. Body diameters range from four to 64.25 inches for round bodies and 1.75" x
4.50" to 12" x 23" for oval-bodied mufflers. Custom diameters are available as are stamped
"cup" and "box" style bodies. Length and inlet/outlet configurations can be designed to meet
your specific application requirements or our customers can choose from one of our standard
line mufflers.
In addition our industrial exhaust silencers quietly out-perform the competition. Product
range, options, accessories, availability, quality, performance and total cost of ownership is
the reason why. Please see our Industrial Silencer product catalog for details.
OEM and Aftermarket Fabricated Tubes
Nelson Global Products has a dedicated engineering staff along with CNC mandrel bending
equipment and robotic welders to ensure that all our tube assemblies are built to OEM
specifications. A wide range of material types such as aluminum, mild steel, aluminized steel
and stainless steel are used to build the wide range of product lines that include: Working
closely with original equipment manufacturers, we have developed quality custom
accessories to complement our mufflers and tube assemblies.
Our Products Range

⚫ Absorptive (packed)

⚫ Aspirating

⚫ Catalytic

⚫ Particulate trap

Our Vision
To empower and enable our employees to create the most valued global partner to our
customers, suppliers, shareowners, and communities.

Our Mission

Be the premier long term global partner to our customers and suppliers by providing value
through:

⚫ Superior customer support

⚫ Exceptional product development and technology

⚫ Excellent operational performance.

 Productive work & good working environment.
Production Engineer (Current Employee) – Daman, Daman and Diu – December 15,
2017
From my company i have learn many things because here i am join as a fresher. very
good management & good working culture i am enjoying with my work at the time of
new part manufacturing because at that time i have learned many things

Worst Place for Working

Placement Officer (Former Employee) – Daman, Daman and Diu – June 30, 2017
Everyone is involved in politics to kick out others.
Except some old employees who are good politician, other employees has no Job
security. Notice period is Kept 3 Months so that can recover the amount from employee.

Enthusiastic and energetic working environment, with opportunity to learn and

develop our skills and ideas.
Accounts Executive (Former Employee) – Daman - India – January 5, 2014
Being the first Job at Nelson Global Products India Pvt. Ltd. it was a place of much
grooming..
Where in inspite of tight deadlines there was much to learn as far as beginning is
concerned.
The company has dynamic and supportive staff filled with enthusiasm and energy
working together to meet the Company Goal by keeping with the company objectives
and morals.

It is a good company and employees helping.

Joined as a Store Asst. At Daman Plant (Former Employee) – DD – July 1, 2013
Its management is good and perfect.
the nature of the co-worker were also helping.
the HOD was also helpful.

Good place to lead projects

Sr. Manager (HSE) (Current Employee) – Daman – April 10, 2012
Good workplace to lead projects and get exposure of leading things and work to
complete
DEVELOPMENT

The Nelson Companies plans and builds complete corporate communities that stand
the test of time. Starting with sites that combine business and commuting
convenience, the Company creates a high-quality environment to simplify modern
work life. As a result of this focus, the Company’s expertise extends far beyond real
estate to such diverse areas as day care, fitness programs, transportation, shared
business services, information services, and hospitality facilities management.

The Nelson Companies constantly seeks better ways to serve companies through
creative responses to emerging needs. Part of the effort involves investing in its
properties’ infrastructure with an eye toward future growth and new services and
technologies.

The development experience of The Nelson Companies includes hotels, office parks,
build-to-suite properties, industrial and R&D facilities, health clubs, child care centers
and more. From the Company’s extensive experience in delivering high-quality
buildings on time and on budget, its development team has mastered the skills
necessary to guide its customers through a range of requirements, from space
planning to complete build-to-suit corporate facilities.

With each of its developments, The Nelson Companies works closely with the host
community to achieve a consensus on important local concerns. The Company’s
willingness to respond positively and promptly to regulatory issues has earned it a
reputation as a valued member of the communities it serves.

ACQUISITIONS

The Nelson Companies seeks to acquire existing buildings at a value below

replacement cost. The Company improves an asset’s value through a program of
redeveloping, repositioning, and re-leasing. The ultimate goal of the Company is to
provide superior returns on its investments.
COMMERCIAL PROPERTY SERVICES
AND CONSTRUCTION

The Nelson Companies offers an unparalleled team approach to property services and
construction. Its licensed in-house trade professionals are available for emergency
response as well as planned service, construction and general contracting projects.
The Company holds corporate electrical, plumbing, home improvement contractor
and real estate broker licenses. Due to the Company’s experience as an owner,
manager and service provider, it understands the processes top to bottom, and can
provide truly turn-key services. The Company is fully insured.

The Company’s in-house trades include:

• Electrical (Master and Journeyman Licenses)

• HVAC (Refrigeration Technician License)
• Plumbing (Master Plumbing License)
• Carpentry
• General Contracting (Construction Supervisor’s License)
• Landscape & Snow Removal Services
• General Maintenance
With trusted long-term affiliates the Company offers:

• Painting & Wall covering

• Demolition & Disposal
• Flooring
• Ceiling Installation
In addition, the Company has ready access to services beyond those listed above,
including architectural, engineering and design services.

The Nelson Companies has emerged as a regional leader in providing property

services to the hospitality industry. The Company services commercial and guestroom
HVAC units. It installs, renovates and services commercial kitchens and laundries.
The Company renovates lobbies, keeps the grounds, and diagnoses and fixes nuisance
problems. Its in-house capabilities enable it to exercise complete control over services
and projects—ensuring the timely completion essential to its projects and clients. The
Company works with ownership, management and engineering to accommodate
complicated hotel operations.

With more than three million square feet under its belt, The Nelson Companies’
construction unit specializes in commercial tenant improvement projects for office
space, as well as interior capital improvements for retail, industrial, and hospitality
properties. The Company approaches its projects with an owner’s attention to detail
and budget, as well as a contractor’s knowledge of pricing. This balanced, honest
approach is its key to establishing valuable long term relationships.

Most importantly, however, the Company knows that the “little things” of running a
property can be the most problematic. As a result, an underlying principle at The
Nelson Companies is that to properly service its clients, it fully subscribes to the
adage that “No Job Is Too Small.

Company Profile for The Nelson Company

June 20, 2003 10:42 AM Eastern Daylight Time
--(BUSINESS WIRE)--The Nelson Company is an industry leader in transport
packaging and reverse distribution services. The company was founded in 1921 and
currently operates facilities in MD, PA, MI, TN, GA, and KS with regional sales
offices in MD, PA and NC.
The Nelson Company is a solutions based, total packaging management company
with a focus on the interface - pallet, crate, rack, etc. The interface being what comes
between a client's unitized product and the material handling environments that it
interacts with. The Nelson Company offers a wide variety of product solutions such as
new and reconditioned pallets (wood, plastic, corrugated, metal, composite,
engineered wood), containers (wood, plastic, metal), metal shipping racks, slip sheets,
and some ancillary products such as angle board and void fillers.

The service sector of The Nelson Company focuses primarily on Reverse Distribution.
Reverse Distribution is the systematic process by which reusable packaging assets are
tracked, recovered, maintained, and returned for reuse. The Nelson Company has
invested many years and hundreds of thousands of dollars into its Reverse
Distribution offering, especially in its own web based system named Nelson - ART
(Asset Retrieval Technologies) (www.nelson-art.com). The Nelson Company offers
leasing and cost-per-use financing arrangments in situations where capital investment
is an obstacle. The Nelson Company currently recovers transport packaging assets
from over 2,000 locations across North America and plans to expand this business by
at least 25% per year.
Company: The Nelson Company

Headquarters Address: 2116 Sparrows Point Road

Baltimore, MD 21219

Main Telephone: 410/477-3000

Website: www.nelsoncompany.com

Type of Organization: Private

Industry: Manufacturing: Packaging

Key Executives: President: A.P. Caltrider

CFO: Jack Williams
Vice President: David Caltrider

LEGAL
The Nelson Companies’ in-house General Counsel has served the Company for more
than 29 years in connection with all legal aspects of the Company’s real estate
development, leasing, property management and construction services, including
drafting, reviewing and negotiating all types of agreements, including purchase and
sale agreements, leases, subleases and license agreement and related documentation,
contracts, including for construction and design services. The Company’s General
Counsel also oversees all legal services relating to the Company’s and its affiliates’
business and corporate matters.

CORPORATE
Corporate interiors – in all their various shapes, sizes, personalities, and functions –
have been at the core of NELSON's services. We strategize with clients on what their
spaces should be and how they should perform, we design them in both form and
function and build them to serve the program and meet the pre-established objectives,
we track their utilization to improve efficiencies and generate additional value and
cost savings, and we manage the churn of daily usage and the changes it requires.

In other words, our experts understand that creating a work environment is more than
designing an impressive space. Our approach is to develop a business solution. We
leverage our knowledge of industry benchmarks and future trends and offer
alternative approaches that support productivity. Multi-dimensional strategies,
combining business and cultural objectives, are at the core of each endeavor. We have
developed a unique way of translating our clients’ intangible brand, corporate
mission, strategic workplace needs, sustainability objectives, and desired experience
into a tangible, built environment. This thoughtful approach to design, with
calculated, smart decisions along the way, helps to bring our clients closer to reaching
their short and long-term business goal.

Job Summary

The Supply Chain & Scheduling Manager is responsible for the business unit's
capacity planning, material planning, and production planning and scheduling with
the objective to deliver laboratory testing services and customer deliverables in a
timely and efficient manner. This role serves as a Lab Operations Manager over
production planning and supply chain.

They will also be responsible for creating and maintaining weekly scheduling metrics
that lead to forecasting Production headcount, as well as resource sharing and
optimization.

They will also be responsible for creating and maintaining weekly scheduling metrics
that lead to forecasting Production headcount, as well as resource sharing and
optimization.
CHAPTER 3
 Employee Motivation

Employee motivation is the level of energy, commitment, and creativity that a

company's workers bring to their jobs. Whether the economy is growing or shrinking,
finding ways to motivate employees is always a management concern. Competing
theories stress either incentives or employee involvement (empowerment). Employee
motivation can sometimes be particularly problematic for small businesses. The
owner has often spent years building a company hands-on and therefore finds it
difficult to delegate meaningful responsibilities to others. But entrepreneurs should be
mindful of such pitfalls: the effects of low employee motivation on small businesses
can be harmful. Such problems include complacency, disinterest, even widespread
discouragement. Such attitudes can cumulate into crises.

But the small business can also provide an ideal atmosphere for employee motivation:
employees see the results of their contributions directly; feedback is swift and visible.
A smoothly working and motivated work force also frees the owner from day-to-day
chores for thinking of long-term development. Furthermore, tangible and emotional
reward can mean retention of desirable employees. People thrive in creative work
environments and want to make a difference. Ideally the work result itself will give
them a feeling of accomplishment—but well-structured reward and recognition
programs can underline this consequence.

WHAT MOTIVATES?
One approach to employee motivation has been to view "add-ins" to an individual's
job as the primary factors in improving performance. Endless mixes of employee
benefits—such as health care, life insurance, profit sharing, employee stock
ownership plans, exercise facilities, subsidized meal plans, child care availability,
company cars, and more—have been used by companies in their efforts to maintain
happy employees in the belief that happy employees are motivated employees.

Many modern theorists, however, propose that the motivation an employee feels
toward his or her job has less to do with material rewards than with the design of the
job itself. Studies as far back as 1950 have shown that highly segmented and
simplified jobs resulted in lower employee morale and output. Other consequences of
low employee motivation include absenteeism and high turnover, both of which are
very costly for any company. As a result, "job enlargement" initiatives began to crop
up in major companies in the 1950s.

While terminology changes, the tenets of employee motivation remain relatively

unchanged from findings over half a century ago. Today's buzzwords include
"empowerment,""quality circles," and "teamwork." Empowerment gives autonomy
and allows an employee to have ownership of ideas and accomplishments, whether
acting alone or in teams. Quality circles and the increasing occurrence of teams in
today's work environments give employees opportunities to reinforce the importance
of the work accomplished by members as well as receive feedback on the efficacy of
that work.

In small businesses, which may lack the resources to enact formal employee
motivation programs, managers can nonetheless accomplish the same basic principles.
In order to help employees feel that their jobs are meaningful and that their
contributions are valuable to the company, the small business owner needs to
communicate the company's purpose to employees. This communication should take
the form of words as well as actions. In addition, the small business owner should set
high standards for employees, but also remain supportive of their efforts when goals
cannot be reached..
 MOTIVATION METHODS

There are as many different methods of motivating employees today as there are
companies operating in the global business environment. Still, some strategies are
prevalent across all organizations striving to improve employee motivation. The best
employee motivation efforts will focus on what the employees deem to be important.
It may be that employees within the same department of the same organization will
have different motivators. Many organizations today find that flexibility in job design
and reward systems has resulted in employees' increased longevity with the company,
improved productivity, and better morale.

Empowerment

Giving employees more responsibility and decision-making authority increases their

realm of control over the tasks for which they are held responsible and better equips
them to carry out those tasks. As a result, feelings of frustration arising from being
held accountable for something one does not have the resources to carry out are
diminished. Energy is diverted from self-preservation to improved task
accomplishment.

Creativity and Innovation

At many companies, employees with creative ideas do not express them to

management for fear that their input will be ignored or ridiculed. Company approval
and toeing the company line have become so ingrained in some working
environments that both the employee and the organization suffer. When the power to
create in the organization is pushed down from the top to line personnel, employees
who know a job, product, or service best are given the opportunity to use their ideas to
improve it. The power to create motivates employees and benefits the organization in
having a more flexible work force, using more wisely the experience of its employees,
and increasing the exchange of ideas and information among employees and
departments. These improvements also create an openness to change that can give a
company the ability to respond quickly to market changes and sustain a first mover
advantage in the marketplace.
Learning

If employees are given the tools and the opportunities to accomplish more, most will
take on the challenge. Companies can motivate employees to achieve more by
committing to perpetual enhancement of employee skills. Accreditation and licensing
programs for employees are an increasingly popular and effective way to bring about
growth in employee knowledge and motivation. Often, these programs improve
employees' attitudes toward the client and the company, while bolstering self-
confidence. Supporting this assertion, an analysis of factors which influence
motivation-to-learn found that it is directly related to the extent to which training
participants believe that such participation will affect their job or career utility. In
other words, if the body of knowledge gained can be applied to the work to be
accomplished, then the acquisition of that knowledge will be a worthwhile event for
the employee and employer.

Quality of Life

The number of hours worked each week by American workers is on the rise, and
many families have two adults working those increased hours. Under these
circumstances, many workers are left wondering how to meet the demands of their
lives beyond the workplace. Often, this concern occurs while at work and may reduce
an employee's productivity and morale. Companies that have instituted flexible
employee arrangements have gained motivated employees whose productivity has
increased. Programs incorporating flex-time, condensed workweeks, or job sharing,
for example, have been successful in focusing overwhelmed employees toward the
work to be done and away from the demands of their private lives.

Monetary Incentive

For all the championing of alternative motivators, money still occupies a major place
in the mix of motivators. The sharing of a company's profits gives incentive to
employees to produce a quality product, perform a quality service, or improve the
quality of a process within the company. What benefits the company directly benefits
the employee. Monetary and other rewards are being given to employees for
generating cost-savings or process-improving ideas, to boost productivity and reduce
absenteeism. Money is effective when it is directly tied to an employee's ideas or
accomplishments. Nevertheless, if not coupled with other, non-monetary motivators,
its motivating effects are short-lived. Further, monetary incentives can prove
counterproductive if not made available to all members of the organization.

Other Incentives

Study after study has found that the most effective motivators of workers are non-
monetary. Monetary systems are insufficient motivators, in part because expectations
often exceed results and because disparity between salaried individuals may divide
rather than unite employees. Proven non-monetary positive motivators foster team
spirit and include recognition, responsibility, and advancement. Managers who
recognize the "small wins" of employees, promote participatory environments, and
treat employees with fairness and respect will find their employees to be more highly
motivated. One company's managers brainstormed to come up with 30 powerful
rewards that cost little or nothing to implement. The most effective rewards, such as
letters of commendation and time off from work, enhanced personal fulfillment and
self-respect. Over the longer term, sincere praise and personal gestures are far more
effective and more economical than awards of money alone. In the end, a program that
combines monetary reward systems and satisfies intrinsic, self-actualizing needs
 Job design
• Job Simplification: The goal of this job design approach is to standardize and
specialize tasks.[5] This approach does not always lead to increased motivation
because the jobs can become mundane over time.

• Job Enlargement: The goal of this job design approach is to combine tasks to give
the employee a greater variety of work.[5]

• Job Rotation: The goal of this job design approach is to move workers to different
tasks periodically.[5]

• Job Enrichment: The key to job design employee motivation, this approach aims to
enhance the actual job by building up the employee through motivational Several
studies validate the effectiveness of using job design techniques to increase employee
motivation. A study conducted by Campion and Thayer [6] used a job design
questionnaire to determine how job designs fostering motivation affected employees.
Campion and Thayer [6] found that jobs with more motivational features have lower
effort requirements, a better well-being, and fewer health complaints. The study also
found that jobs scoring high on the motivational subscale of the questionnaire
contained employees who were more satisfied and motivated, had a higher rating
pertaining to job performance, and had fewer absences.[6] Hackman.[7] conducted a
study pertaining to work redesign and how redesigning work could improve
productivity and motivation through job enlargement or enrichment. The study's
results found that redesigning a job can improve the quality of the product or service
that is provided, increase the quantity of work, and can increase work satisfaction and
motivation.[7]The last study on job design was conducted by Dunham,[8] who
wanted to determine if there was a relationship between job design characteristics and
job ability and compensation requirements. Dunham [8]believed organizations were
overlooking job ability requirements and compensation when they enlarged or
enriched employee's jobs. The study found that organizations were not taking into
account the increased job ability requirements that job enrichments or enlargements
entail nor were the organizations increasing compensation for employees who were
given
Herzberg's two-factor theory

Frederick Herzberg developed the two-factor theory of motivation based on satisfiers

and dissatisfiers. Satisfiers are motivators associated with job satisfaction while
dissatisfiers are motivators associated with hygiene or maintenance.[25] Satisfiers
include achievement, responsibility, advancement, and recognition. Satisfiers are all
intrinsic motivators that are directly related to rewards attainable from work
performance and even the nature of the work itself.[25] Dissatisfiers are extrinsic
motivators based on the work environment, and include a company's policies and
administration such as supervision, peers, working conditions, and
salary.[25] Herzberg believed providing for hygiene and maintenance needs could
prevent dissatisfaction but not contribute to satisfaction.[25] Herzberg also believed
that satisfiers hold the greatest potential for increased work performance.[25] Work-
life programs are a form of satisfier that recognizes the employee's life outside of
work which, in turn, helps motivate the employee. Improving a job to make it more
interesting can improve the overall satisfaction an employee is experiencing on the
job. A dissatisfier looked at by employees is how relationships form with
colleagues.[28] Colleagues play an important role of the workplace as they are all
interacting daily. Forming high quality relationships with peers can extrinsically
improve employee motivation.

He asked these people to describe two important incidents at their jobs:

(1) When did you feel particularly good about your job, and

(2) When did you feel exceptionally bad about your job? He used the critical incident
method of obtaining data.

The responses when analyzed were found quite interesting and fairly consistent. The
replies respondents gave when they felt good about their jobs were significantly
different from the replies given when they felt bad. Reported good feelings were
generally associated with job satisfaction, whereas bad feeling with job dissatisfaction.
Herzberg labelled the job satisfiers motivators, and he called job dissatisfies hygiene
or maintenance factors. Taken together, the motivators and hygiene factors have
become known as Herzberg’s two-factor theory of motivation

Herzberg’s motivational and hygiene factors have been shown in the Table 17.1
According to Herzberg, the opposite of satisfaction is not dissatisfaction. The
underlying reason, he says, is that removal of dissatisfying characteristics from a job
does not necessarily make the job satisfying. He believes in the existence of a dual
continuum. The opposite of ‘satisfaction’ is ‘no satisfaction’ and the opposite of
‘dissatisfaction’ is ‘no dissatisatisfaction’.

According to Herzberg, today’s motivators are tomorrow’s hygiene because the latter
stop influencing the behavior of persons when they get them. Accordingly, one’s
hygiene may be the motivator of another.
Maslow's hierarchy of needs

Abraham Maslow viewed motivation as being based off a hierarchy of needs, of

which a person cannot move to the next level of needs without satisfying the previous
level. Maslow's hierarchy starts at the lowest level of needs, basic physiological
needs.[25] Basic physiological needs include air, water, and food. Employers who pay
at least a minimal living wage will meet these basic employee needs [26] The next
level of needs is referred to as safety and security needs.[25] This level includes needs
such as having a place to live and knowing one is safe. Employers can meet these
needs by ensuring employees are safe from physical, verbal and/or emotional hazards
and have a sense of job security.[26] The third level of needs is social affiliation and
belonging.[25] This is the need to be social, have friends, and feel like one belongs
and is loved. Implementing employee participation programs can help fulfill the need
to belong.[26] Rewards such as acknowledging an employee's contributions can also
satisfy these social and love needs.[26] The fourth level on the hierarchy is esteem
needs.[25] This level is described as feeling good about one's self and knowing that
their life is meaningful, valuable, and has a purpose. Employers should use the job
design technique to create jobs that are important to and cherished by the
employee.[26] These first four needs, Maslow called D-Needs (deficient).
The last level Maslow described is called self-actualization.[25] Maslow called this
the B-Need (being). This level refers to people reaching their potential states of well-
being. An employer who ensures that an employee is in the right job and has all other
needs met will help the employee realize this highest need.[26] "Maslow further
expanded self-actualization into four needs: cognitive, aesthetic, self-actualization,
and self-transcendence. In essence, he believed that once a given level of need is
satisfied, it no longer serves to motivate man. Then, the next higher level of need has
to be activated in order to motivate the man. Maslow identified five levels in his need
hierarchy as shown in figure 17.2.
 The term self-actualization was coined by Kurt Goldstein and means to become
actualized in what one is potentially good at. In effect, self- actualization is the
person’s motivation to transform perception of self into reality.

According to Maslow, the human needs follow a definite sequence of domination. The second
need does not arise until the first is reasonably satisfied, and the third need does not emerge
until the first two needs have been reasonably satisfied and it goes on.

Types of employee motivation

There are two types of motivation, intrinsic and extrinsic. An organization needs to
understand for a fact that not employees are clones; they are individuals with different
traits. Thus effectively, motivating your employees will need to acquire a deeper
understanding of the different types and ways of motivation.
With this understanding, you will be able to categorize your employees better and
apply the right type of motivation to increase the level of employee engagement
and satisfaction. Some employees respond better to intrinsic motivation while others
may respond better to extrinsic motivation.
Intrinsic motivation
Intrinsic motivation means that an individual is motivated from within. He/she has the
desire to perform well at the workplace because the results are in accordance with
his/her belief system.
An individual’s deep-rooted beliefs are usually the strongest motivational factors.
Such individuals show common qualities like acceptance, curiosity, honor, and desire
to achieve success.
Research has shown that praise increases intrinsic motivation, so does
positive feedback. But it should all be done in moderation. If you overdo any of
these, there are high chances that the individual loses motivation.
It is well observed in children and I am using this as an example here if children are
over praised for the little things they are expected to do on a daily basis, their
motivation level decreases. Now if you are reading this blog, there are good chances
you are not a child, although we encourage children to read good content, the purpose
of writing this blog is to still focus on adults.
Extrinsic motivation
Extrinsic motivation means an individual’s motivation is stimulated by external
factors- rewards and recognition. Some people may never be motivated internally and
only external motivation would work with them to get the tasks done. Research says
extrinsic rewards can sometimes promote the willingness in a person to learn a new
skilll set. Rewards like bonuses, perks, awards, etc. can motivate people or provide
tangible feedback.
But you need to be careful with extrinsic rewards too! Too much of anything can be
harmful and as a manager or a supervisor, you need to be clear to what extent are you
going to motivate your employees to accomplish organizational goals.
There are 4 statistics that are involved here:
1. High hygiene & high motivation
This is an ideal situation any manager or supervisor would want to achieve. Here all
the employees are happily motivated and have very few grievances.
2. High hygiene & low motivation
In this situation, employees have very few grievances but are also not highly
motivated. A very good example of this situation is employees are paid well but the
work is not very interesting. Employees simply collect their pay cheques and leave.
3. Low hygiene and high motivation
This is a tricky one, here employees are highly motivated but also have numerous
grievances. A typical example of a situation like this is when the work is extremely
interesting but the employees are not paid as per the market standard.
4. Low hygiene & low motivation.

How to use this theory in practice?

1. First and foremost rectify and change bureaucratic company policies. Make sure
your Human Resources is in line with what other organizations are offering and they
know what are the leadership’s expectations. Keeping both in mind draft policies that
is a win-win with everyone.
2. Ensure your managers are also mentors and not just bosses. Each employee should
be respected and supported.
3. Organizational culture plays a very crucial role here. No clichés here.
4. Make sure the compensation, perks, and bonuses are as per the market standards. If
you don’t compensate your employees well, why would they show interest in taking
any initiatives?
5. To increase job satisfaction make sure the jobs are constructed well and employees
find their jobs meaningful.
6. Delegate your employees’ responsibilities, make them feel valued. Respect their
individuality, listen to their feedback seriously and take action wherever necessary.
 What is the importance of employee motivation?
According to psychologists, self-realization is a very human thing. It is our basic
nature to nurture something and see it flourish, it is applicable to most things we do in
our day-to-day life. This is true for both social and societal spaces.
Motivation plays a very important factor in a human’s life. Whether it is about
improving ourselves or our organization’s performance. Motivated employees don’t
need to be told how to get things done, they take initiatives, are eager to take up
additional responsibilities, are innovative and go-getters.
Motivated employees ensure:

• There is a positive atmosphere within the organization

• Co-workers are happy and feel safe at work

• Make sure clients are happy

• They always achieve better results than their counterparts

Motivation, therefore, plays a very important factor and ensures employees remain
active and contribute their best towards their organization. Furthermore, a high level
of motivation leads to a lower level of employee turnover. In the next section, you
will learn about the 5 simple ways to motivate your employees.
CHAPTER4
 LITERATURE REVIEW

Bruce and Pepitone (1999) propose an interesting viewpoint according to which

managers cannot motivate employees; managers can only influence what employees
are motivated to do.
The role of facilitating quality subordinate-superior communication at various levels
effectively employing a wide range of communication channels has been praised by
Shields (2007) in terms of its positive contribution in boosting employee morale.
Shields (2007) stresses two specific advantages of such a practice that relate to
offering employees a chance to raise their concerns and put across their points
regarding various aspects of their jobs, as well as, supplying them with the feeling of
engagement and appreciation.
According to Lockley (2012) offering training and development programs that
effectively contributes to personal and professional growth of individuals is another
effective employee motivation strategy. At the same time, Lockley (2012) warns that
in order for motivational aspects of training and development initiatives to be
increased, ideally they need to be devised and implemented by a third party with
relevant competency and experience.
Alternative working patterns such as job-rotating, job-sharing, and flexible working
have been branded as effective motivational tools by Llopis (2012). Moreover, Llopis
(2012) argues that motivational aspects of alternative working patterns along with its
other benefits are being appreciated by increasing numbers of organisations, however,
at the same time; many organisations are left behind from benefiting from such
opportunities.
An interesting viewpoint regarding the issue has been proposed by Wylie (2004),
according to which members of management primarily should be able to maintain the
level of their own motivation at high levels in order to engage in effective motivation
of their subordinates. Accordingly, Wylie (2004) recommends managers to adopt a
proactive approach in terms of engaging in self-motivation practices.
Furthermore, Wylie (2004) recommends concentrating on specific variations of
intangible motivational tools such as celebrations of birthdays and other important
dates with the participation of whole team
According to Thomas (2009) the main challenge of motivation in workplaces is
identifying what motivates each individual employee taking into account his or her
individual differences. In other words, individual differences have been specified by
Thomas (2009) as the major obstruction for management in engaging in employee
motivation in an effective manner.
Lockley (2012), on the other hand, addresses the same issue focusing on cross-
cultural differences between employees in particular. Namely, culture can be
explained as knowledge, pattern of behaviour, values, norms and traditions shared by
members of a specific group (Kreitner and Cassidy, 2012), and accordingly, cross-
cultural differences is perceived to be a major obstruction in the way of successful
employee motivation.
This point has been explained by Lockley (2012) by insisting that certain practices
such as engaging in constructive arguments and dialogues in workplace can prove to
be highly motivational for the representatives of Western culture, whereas the same
set of practices can prove to be counter-productive for employees from Asian
countries due to vast cross-cultural differences.
Llopis (2012) draws attention to the increasing relevance of the work-life balance
problem for modern employees and stresses its negative impact on the level of
employee motivation. Specifically, Llopis (2012) reasons that unless employees
achieve an adequate level of work-life balance in personal level, management
investment on the level of employee motivation can be wasted.
This viewpoint is based on Hierarchy of Needs theoretical framework proposed by
Abraham Maslow (1943), according to which there is a certain hierarchy for
individual needs, and more basic human needs need to be satisfied in order for the
next level needs to serve as motivators.
CHAPTER 5
Research methodology

In your thesis or dissertation, you will have to discuss the methods you used to do
your research.

The methodology or methods section explains what you did and how you did it,
allowing readers to evaluate the reliability and validity of the research. It should
include:

• The type of research you did

• How you collected your data
• How you analyzed your data
• Any tools or materials you used in the research
• Your rationale for choosing these methods

The methodology section should generally be written in the past tense.

What is Research

A careful consideration of study regarding a particular concern or problem using

scientific methods. According to the American sociologist Earl Robert Babbie,
“Research is a systematic inquiry to describe, explain, predict, and control the
observed phenomenon. Research involves inductive and deductive methods.”

Inductive research methods are used to analyze an observed event. Deductive methods
are used to verify the observed event. Inductive approaches are associated
with qualitative research

Type of research

Descriptive research is used to describe characteristics of population or

phenomenon being studied. It not answers questions about how/ when/ why the
characteristics occurred.

Statistical tools to be used: A structured questionnaires is used to collect the

data and data will the help of percentage table , respective graph, bar graph and pie
charts.
 Research design

The basic research design of the project include:

1. Types of study: Descriptive research

2. overall design: flexible design

Sampling design: non probability sampling

Observation design: structured questionniaire

Operation design: survey

Sample design

Sampling unit: the sampling unit in this project include the employee of Rudrapur.

Sampling size: 50
 Research Methodology

Type of research Descriptive research

Data collection methods Random sampling

Data source Primary data was collected by questionnaire

and secondary data was collected from
magazines, books and internet.

Sample design Simple random sampling

Sample type Non -probability sampling

Sample size 50 respondents

Validity and reliability

Validity is defined as the extent to which a concept is accurately measured in a
quantitative study. In other words, a research is valid if it measures what it is
supposed to measure. According to the American Ethic:1-110ml Research
Association, Psychological Association and National council on Measurement in
Education (1999), a high validity research transpires when the evidence and literature
support the interpretations of the results. In order to keep the research in a high valid
level, a theoretical review was done to acquire under-standing on different
motivational types and factors and the effects it has on personal work Performance
and organizational effectiveness. The survey was created based on the them' to ensure
the consistency of the findings. Before conducting the survey, it was tested on nine
persons in furtherance of detecting errors and possibly improving the quality of
questionnaire.
 Data collection

1. Primary Data:
These are the data which are collected from some primary sources i.e., a source of origin
where the data generate.

These are collected for the first time by an investigator or an agency for any statistical
analysis.

“Data which are gathered originally for a certain purpose are known as primary data.” —

2. Secondary data:
These are the data which are collected from some secondary source i.e. the source of
reservation storage where the data is collected by one person and used by other agency. These
are collected as primary data and used by other as secondary data.

“The data which are used in an investigation, but which have been gathered originally by
someone else for some other purpose are known as secondary data.”
CHAPTER 6
DATA ANALYSIS AND INTERPRETATION

Q1. The salary increments is given to employees who do their jobs very well
motivates them?

Option NO. OF Rrespondents Ppercentage

(Sample size50)

Satisfied 20 40%

Partially satisfied 25 50%

Dissatisfied 5 10%

10%

satisfied
50% partially satisfied
40% dissatisfied

Iinterpretation:

From the above study 50% of employees are partially satisfied, 40% are satisfied and 10%
shows their dissatisfaction.
Q2. Financial incentives motivates you more than non-financial incentives?

options No. Of Respondent Percentage

(sample size 50)

Strongly agree 25 50%

Agree 15 30%

Disagree 10 20%

20%

strongly agree
50% agree
disagree
30%

Iinterpretation:

From the above study 50% strongly agree,30% agree and 20% disagree with these statement
that financial incentives motivates them non financial incentives.
Q3. Do you agree that frequently stressed out at your work?

options No. Of respondent (sample Percentage

size 50)

Agree 15 30%

Strongly agree 15 30%

Netural 5 10%

Disagree 5 10%

Strongly disagree 10 20%

no. of respondent

strongly disagree
20% agree
30%

disagree
10%

neutral
10%
strongly agree
30%

agree strongly agree neutral disagree strongly disagree

Interpretation:

30% of employee are strongly agree 20% of employee are strongly disagree with frequently
stressed out at work.
Q4. Do you feel secured in your job?

Options No. Of respondent (sample Percentage

size 50)

Strongly agree 25 50%

Agree 15 30%

Disagree 10 20%

20%
30%
agree
strongly agree
disagree

50%

Interpretation:

50% employee are strongly agree and 30% are agree 20% are disagree.
Q.5 Do the employees shares their experience to help others?

option No. Of respondent (sample Percentage

size 50)

Strongly agree 30 60%

Agree 10 20%

Disagree 10 20%

20%

strongly agree
agree
20% 60% disagree

Interpretation:

60% employee are strongly agree, 20% agree and 20% agree employees shares their
experience to help others.
Q6. Do you feel the smooth relationship with employees and co-worker increase the
productivity of company?

Option No. Of respondent (sample Percentage

size 50)

Strongly agree 30 60%

Agree 5 10%

Partially 5 10%

Disagree 10 20%

20%
strongly agree
agree
10%
partially
60%
disagree
10%

Interpretation:

60% are strongly agree that they feel smooth relationship with employees and co-workers,
10% are agree 10% partially and 20% are employees disagreed with this statement.
Q7. Company provides satisfactory salary according to the work?

options No. Of respondent Percentage

(sample size 50)

agree 25 50%

Disagree 10 10%

Partially 15 30%

none 0 0%

Sales

0%

30%
agree
disagree
50%
partially
none

20%

Interpretation:

50% are agree that they get satisfactory salary, 10% are disagree and 15% employee are
partially agreed with this statement.
Q8. Does good physical working conditions are provided in the organization?

options No of respondent (sample Percentage

size 50)

Strong agree 20 40%

agree 10 20%

Partially 10 20%

Disagree 10 10%

20%
strongly agree
40%
agree
partially
20%
disagree

20%

Interpretation:

40% of employees are strongly agree, 20% are agree ,and 20% are partially agreed that good
physical working condition are provided in the organization.
Q9. Working hours are satisfactory ?

options No. of respondent (samples Percentage

sizes 50)

Strong agree 30 60%

agree 10 20%

disagree 10 20%

20%
strong agre
agree
20% 60% disagree

Interpretation:

60% of employees are strongly agree,20% are agree, 20% employees are disagreed with their
working hours.
Q10. Your work is according to your qualification and skills ?

options No. of respondent Percentage

(sample size 50)

Highly agree 30 60%

Satisfied 10 20%

Average 10 20%

dissatisfied 0 0%

0%
20%

highly agree
satisfied
average
20% 60% dissatisfied

Interpretation:

From the above study 60% 0f employees are highly satisfied, 20% are partially satisfied and
20% is average and 0%is dissatisfied with this statement.
Q11. Does .the management provide continuous feed back in solving work related
problem?

options No. of respondents Percentage

(sample size 50)

Strongly agree 30 60%

Agree 15 30%

Disagree 5 10%

10%

strongly agree
30% agree
disagree
60%

Interpretation:

60% are strong agree that the management provide continuous feed back in solving work
related problem, 30% agree and 10% disagree.
Q12.Have you been nominated for training and development program for the last 6
months?

Particular No. Of respondent Percentage

(sample size 50)

Yes 30 60%

No 20 40%

40%
yes
no
60%

Interpretation:

The table shows that 60% of the responded are expressing that they are nominated for
training & development programme in the organization for the last 6 months.
Q13. Does your job improve your skills and ability?

Particular No. Of respondent Percentage

(sample size 50)

Yes 30 60%

No 20 40%

Never 0 0%

0%

yes
40%
no
60% never

Interpretation:

60% employees are agreed that their job improve their skills & abilities & 40% of the
respondent agreed that their skills & ability are not improve. It can be concluding that their
job improves their skills & abilities.
Q14.Do you enthusiastic about your work ?

particular No. Of respondents (sample Percentage

size 50)

Always 10 20%

Sometimes 30 60%

Never 10 20%

20% 20%

always
sometimes
never

60%

Interpretation:

From the above table we can conclude that 60% of the respondents agreed that they feel
enthusiastic some time their work.
Q15.Does the management involve you in the decision making which are connected to
your department?

particular No. Of respondents (sample Percentage

size 50)

yes 40 80%

No 0 0%

Occasionally 10 40

20%

0% yes
no
occasionally

80%

Interpretation:

The table shows 80% 0f the respondents says that they involved by the management when
management is going to take decision which is connected with their department.
CHAPTER 7
 FINDINGS

The study results show that in general the respondents are motivated in their work.
Money, personal, growth and a work-life balance are what motivate them the most
they enjoy the flexibility of work, the challenging and interesting traits it brings, and
a good relationship with their supervisors and colleagues. They have clear goal
priorities and objectives at work plus sufficient working facilities. They are to give the
best effort and meet the set goals every day. above all they are happy with what they
are currently doing and glad to recommend their organization as a great place to work
to others, However, there still exists some factors that need to be improved in order to
increase employees motivation. For examples, according to the results, the
respondents experienced a low rate for empowerment. It might be the consequence of
deficient work involvement, low responsibility level, or a lack of freedom in making
choices and the way to implement tasks. Furthermore, the availability of promotion
opportunities should he higher and a clear, united., and a unique organization culture
needs to he defined and practices 'ell In addition, providing job rotation, improving
management style., and having effective communication within the organization are
also ways to a higher employee motivation level.
 Recommendations

Eemployee are indeed a major Contributed development and success suggests that the
motivation of employees Can be Achieved through empowerment of employees, It
indicates the degree of which the employees are involved in decision-making
processes, the existence mutual connection between the employee and the company,
and the Authorization over the task they are working on. Therefore, engaging
employees in higher level of task they are working on. High employee involvement
shows and discussions and letting them know that their ideas and contributions
listened to and appreciated, giving them space and opportunities to experience with
the corporate culture, delegating them a higher responsibility level for the task they
are in charge of, and the freedom in making Choices and decision regarding their
specific tasks are some ways to increase the motivation level-Furthermore, having
repetitive tasks every day is a reason for demonization ,bore dam, and a lack of
enthusiasm. Thus, it is recommended for companies to implement job rotation in
order to keep the employees interest and satisfaction with work. Sufficient training
programs and feedback systems are necessary to be included not only to provide
employees adequate knowledge and skills to do the work but also to improve the
working environment, techniques, and quality, proper recognition of well-done work
and opportunities to growth and become promoted are also prioritized as an effective
method for motivation fulfillment Finally utilization of appropriate management style
and effective communication within all levels of the organization are as well the
elements that contribute to higher motivation level of employees..
 Limitation OF Study
• The research process was time consuming and little expensive as well.

• The sources of data collection were limited

• It was difficult to complete a study of this nature and to study ail the aspects of the
problem within short period of two months.

• It was very difficult to meet every worker in very short time

• Time was one of the main constrains.

• Reaching out to the right person in the company was little difficult task

• To maintain confidentiality.

• The company did not disclose certain financial data since they were confidential
could have been useful for this project.
 Conclusion
In conclusion, the motivation of employee Plays one of the most vital roles In an
organization s effectiveness and assertively contribute to Its growth and prosper-ties.
Therefore, it is necessary for any employer to understand what truly motivates the
employees and how to maximize the overall job performance. The theoretical
framework of the study and the findings had confirmed that the motivation of
employees is affected by two main factors which are intrinsic motivation and extrinsic
motivation. The extrinsic motivation arises from external element such a salary or
other benefit packages, however , intrinsic motivations, which derived from the inside
of a person and seemingly related to their need desires, and goals has established a
fact to overweigh the influence of extrinsic motivation. Some examples of intrinsic
motivation can be listed as personal growth, having a work-life balance, an interesting
and challenging job, work flexibility, and a good relationships with supervisors and
co-workers,. It is not only a factor that motivates employ at Work it is also an
important determinant it job retention.
 Bibliography

Books:

• Human Resource & Management - V.S.P Rao

• Research Methodology -C.R Kothari

• Nelson goal private ltd. - Company Magazines

Annual report of organization

Internal records of organization.

Websites:

• www.goggle.com

• www yahoo.com
 ANNEXURE
Q1. 'The salary increments given to Employee who do their jobs very-well motivates them?

A) Satisfied

b) Partially satisfied

C) Dissatisfied

D) Nor

Q2. Financial Incentives motivates you more, than non financial incentives?

A) Strongly agree

B) Disagree

C) Agree

d) Nor

Q3. Do you agree you are frequently stressed out at your work?

A) Agree

B) Strongly Agree

C) Neutral

D) Strongly disagree

Q4. Does you feel secured in your Job?

A) Strongly agree

B) Agree

C) Disagree

D) Nor
Q5."Do the Employees shares their experience to help others?

A) Agree

B) Disagree

C) Partially

D) Nor

Q6. Do you feel the smooth relationship with your employers and co-worker?

A) Strongly agree

B) Agree

C) Partially

D) Disagree

Q7. Company provides satisfactory salary according to the work?

A) Agree

B) Disagree

C) Partially

D) Nor

Q8. Does Good physical working condition are provided in the organizations?

A) Strongly agree

B) Agree

C) Disagree

D) Nor

Q9. Working hours is satisfactory?

A) Strongly agree

B) Agree

C) Disagree
Q I0. Your work ill according to your qualification and skills?

A) Highly Satisfied

B) Satisfied

C) Average

D) Dissatisfied

Q11.Does the management provide continuous feed back in solving work related problem?

A) Strongly agree
B) Agree
C) Disagree

Q12.Have you been nominated for training and development program for the last 6 months
?

A) Yes
B) No

Q13.Does your job improves your skills and ability?

A) Yes
B) No
C) Never

Q14. Does you enthusiastic about your work?

A) Always
B) Sometimes
C) Never

Q15.Does the management involve you in the decision making which are connected to you
department?

A) Yes
B) No
C) Occasionally