CHAPTER 1: INTRODUCTION TO MOTIVATION

The word motivation has been derived from motive which means any idea, need or
emotion that prompts a man in to action. Whatever may be the behavior of man, there
is some stimulus behind it .Stimulus is dependent upon the motive of the person
concerned. Motive can be known by studying his needs and desires.
There is no universal theory that can explain the factors influencing motives which
control mans behavior at any particular point of time. In general, the different motives
operate at different times among different people and influence their behaviors. The
process of motivation studies the motives of individuals which cause different type of
behavior.
Motivation is the core of management.Motivation is an effective instrument in the
hands of the management in inspiring the work force .It is the major task of every
manager to motivate his subordinate or to create the will to work among the
subordinates .It should also be remembered that the worker may be immensely
capable of doing some work, nothing can be achieved if he is not willing to work
.creation of a will to work is motivation in simple but true sense of term.
Motivation is an important function which very manager performs for actuating the
people to work for accomplishment of objectives of the organization .Issuance of well
conceived instructions and orders does not mean that they will be followed .A
manager has to make appropriate use of motivation to enthuse the employees to
follow them. Effective motivation succeeds not only in having an order accepted but
also in gaining a determination to see that it is executed efficiently and effectively.
In order to motivate workers to work for the organizational goals, the managers must
determine the motives or needs of the workers and provide an environment in which
appropriate incentives are available for their satisfaction .If the management is
successful in doing so; it will also be successful in increasing the willingness of the
workers to work. This will increase efficiency and effectiveness of the organization
.There will be better utilization of resources and workers abilities and capacities.

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1.1 Definition of Motivation:

According to Edwin B Flippo, Motivation is the process of attempting to influence
others to do their work through the possibility of gain or reward.
According to Michael J. Jacius ; Motivation is the act of stimulating some one or
oneself to get a desired course of action or to push the right button to get a desired
reaction.
According to Dalton E. Mcfarland, "The concept of motivation is mainly
psychological. It related to those forces are many and keep on changing with time
motives are invisible and directed towards certain goals.
1.2 Importance of motivation:
Motivation is one of the most important factors determining organizational efficiency.
All organizational facilities will go to waste in absence of motivated people to utilize
these facilities effectively. Every superior in the organization must motivate its
subordinates for the right types of behavior. The performance of human beings in the
organization is dependent on the ability in the motivation. Rensis Likert called
motivation as" the cost of the management". Motivation is an effective instrument in
the hands of management in inspiring the workforce. Motivation increases the
willingness of the workers to work, thus increasing efficiency and effectiveness of the
organization.
1. Best utilization of resources:
Motivation ensures best and efficient utilization of all types of resources.
Utilization of resources is possible to their fullest extent if the man is induced
to contribute their efforts towards attaining organizational goals. Thus, people
should be motivated to carry out the plans, policies and programmes laid down
by the organization.
2. Will to Contribute:
There is a difference between "Capacity to work" and "willingness to work".
One can be physically and mentally fit to work but he may not be willing to
work. Motivation results in feeling of involvement to present his better
performance. Thus, motivation bridges the gap between capacity to work and
willingness to work.
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3. Reduction in Labor Problems:

All the members try to concentrate their efforts to achieve the objectives of the
organization and carry out plans in accordance with the policies and
programmes laid down by the organization if the management introduced
motivational plans. It reduces labor problems like labor turnover, absenteeism,
indiscipline, grievances, etc. because their real wages increase by the
motivational plans.
4. Sizeable increase in production and productivity:
When motivated properly, people try to put efforts produce more, thus
increasing their efficiency and as a result of this general production and
productivity of the organization increases. They (motivated employees) use
the methods, system and technology effectively in the best interest of the
organization.
5. Basis of Cooperation:
In a zeal to produce more the member's work 'an s a team to pull the weight
effectively, to get their loyalty to the group and the organization, to carry out
properly the activities allocated and generally to play an efficient part in
achieving the purpose which the organization has undertaken'. Thus,
motivation is a basis of cooperation to get, the best result out of the efforts of
the human beings on the job.
6. Improvement upon skill and knowledge:
All the members will try to be efficient as possible and will try it improve
upon the skill and knowledge to the progress of the organization which, in turn
will provide the promised and more, ultimately enabling them to satisfy their
needs - personal and social both.

7. Acceptance of organizational change:

Change is the law of nature. Due to several changes in the society, changes in
technology, value system, etc. organization has to incorporate these changes to
cope with the requirement of the time. If people are effectively motivated, they
gladly accept, introduce and implement these changes without reserving any
resistance to change and negative attitude, thus keeping the organization on
the right track of progress.
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8. Better Image:
A firm that provides opportunities for the advancement of its people has a
better image in the minds of the public as a good employer. This, image helps
in attracting qualified personnel and thus simplifies the staffing function. This
will also improve employee satisfaction and reduce industrial stifle. In a
nutshell, to achieve the organizational and individual goals in an economical
and efficient manner, motivatiis an important tool in the hands of management
to direct the behavior of subordinates in the desired and appropriate direction
and thus minimize the wastage of human and other resources.
1.3 Theories of Motivation:
Understanding what motivated employees and how they were motivated was the
focus of many researchers following the publication of the Hawthorne study results
(Terpstra, 1979). Six major approaches that have led to our understanding of
motivation are Mcclellands Achievement Need Theory, Behavior Modification
theory; Abraham H Mallows need hierarchy or Deficient theory of motivation. J.S.
Adams Equity Theory, Vrooms Expectation Theory, Two factor Theory.
1. McClellands Achievement Need Theory:
According to McClellands there are three types of needsNeed for Achievement
This need is the strongest and lasting motivating factor. Particularly in case of persons
who satisfy the other needs. They are constantly pre occupied with a desire for
improvement and lack for situation in which successful outcomes are directly
correlated with their efforts. They set more difficult but achievable goals for
themselves because success with easily achievable goals hardly provides a sense of
achievement.
Need for Power
It is the desire to control the behavior of the other people and to manipulate the
surroundings. Power motivations positive applications results in domestic leadership
style, while it negative application tends autocratic style.

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Need for affiliation

It is the related to social needs and creates friendship. This results in formation of
informal groups or social circle.
2. Behavioral Modification Theory:
According to this theory people behavior is the outcome of favorable and unfavorable
past circumstances. This theory is based on learning theory. Skinner conducted his
researches among rats and school children. He found that stimulus for desirable
behavior could be strengthened by rewarding it at the earliest. In the industrial
situation, this relevance of this theory may be found in the installation of financial and
non financial incentives.
More immediate is the reward and stimulation or it motivates it. Withdrawal of reward
incase of low standard work may also produce the desired result. However, researches
show that it is generally more effective to reward desired behavior than to punish
undesired behavior.
3. Abraham H Maslow Need Hierarchy or Deficient theory of Motivation:
The intellectual basis for most of motivation thinking has been provided by behavioral
scientists, A.H Maslow and Frederick Heizberg, whose published works are the
Bible of Motivation. Although Maslow himself did not apply his theory to industrial
situation, it has wide impact for beyond academic circles. Douglous Mac Gregor has
used Maslows theory to interpret specific problems in personnel administration and
industrial relations.
The crux of Maslows theory is that human needs are arranged in hierarchy composed
of five categories. The lowest level needs are physiological and the highest levels are
the self actualization needs. Maslow starts with the formation that man is a wanting
animal with a hierarchy of needs of which some are lower ins scale and some are in a
higher scale or system of values. As the lower needs are satisfied, higher needs
emerge. Higher needs cannot be satisfied unless lower needs are fulfilled. A satisfied
need is not a motivator. This resembles the standard economic theory of diminishing
returns. The hierarchy of needs at work in the individual is today a routine tool of

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personnel trade and when these needs are active, they act as powerful conditioners of
behavior- as Motivators.
Hierarchy of needs; the main needs of men are five. They are physiological needs,
safety needs, social needs, ego needs and self actualization needs, as shown in order
of their importance.

SA
Esteem
Love (Social)
Safety & Security
Physiological

Physiological or Body Needs: The individual move up the ladder responding first to
the physiological needs for nourishment, clothing and shelter. These physical needs
must be equated with pay rate, pay practices and to an extent with physical condition
of the job.
Safety: The next in order of needs is safety needs, the need to be free from danger,
either from other people or from environment. The individual want to assured, once
his bodily needs are satisfied, that they are secure and will continue to be satisfied for
foreseeable feature. The safety needs may take the form of job security, security
against disease, misfortune, old age etc as also against industrial injury. Such needs
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are generally met by safety laws, measure of social security, protective labor laws and
collective agreements.
Social needs: Going up the scale of needs the individual feels the desire to work in a
cohesive group and develop a sense of belonging and identification with a group. He
feels the need to love and be loved and the need to belong and be identified with a
group. In a large organization it is not easy to build up social relations. However close
relationship can be built up with at least some fellow workers. Every employee wants
too feel that he is wanted or accepted and that he is not an alien facing a hostile group.
Ego or Esteem Needs: These needs are reflected in our desire for status and
recognition, respect and prestige in the work group or work place such as is conferred
by the recognition of ones merit by promotion, by participation in management and by
fulfillment of workers urge for self expression. Some of the needs relate to ones
esteem
e.g.; need for achievement, self confidence, knowledge, competence etc. On the job,
this means praise for a job but more important it means a feeling by employee that at
all times he has the respect of his supervisor as a person and as a contributor to the
organizational goals.
Self realization or Actualization needs: This upper level need is one which when
satisfied provide insights to support future research regarding strategic guidance for
organization that are both providing and using reward/recognition programs makes
the employee give up the dependence on others or on the environment. He becomes
growth oriented, self oriented, directed, detached and creative. This need reflects a
state defined in terms of the extent to which an individual attains his personnel goal.
This is the need which totally lies within oneself and there is no demand from any
external situation or person.

4. J.S Adams Equity Theory:

Employee compares her/his job inputs outcome ratio with that of reference. If the
employee perceives inequity, she/he will act to correct the inequity: lower
productivity, reduced quality, increased absenteeism, voluntary resignation.

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5. Vrooms Expectation Theory:

Vrooms theory is based on the belief that employee effort will lead to performance
and performance will lead to rewards (Vroom, 1964). Reward may be either positive
or negative. The more positive the reward the more likely the employee will be highly
motivated. Conversely, the more negative the reward the less likely the employee will
be motivated.
6. Two Factor Theory:
Douglas McGregor introduced the theory with the help of two views; X assumptions
are conservative in style Assumptions are modern in style.
X Theory

Individuals inherently dislike work.

People must be coerced or controlled to do work to achieve the objectives.
People prefer to be directed

Y Theory

People view work as being as natural as play and rest

People will exercise self direction and control towards achieving objectives

they are committed to

People learn to accept and seek responsibility.

1.4 Types of Motivation:

1. Intrinsic Motivation:
Intrinsic motivation occurs when people are internally motivated to do something
because it either brings them pleasure, they think it is important, or they feel that what
they are learning is morally significant.
2. Extrinsic Motivation:
Extrinsic motivation comes into play when a student is compelled to do something or
act a certain way because of factors external to him or her (like money or good
grades)

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9 | Page

CHAPTER 2: MOTIVATION AT MICROSOFT CORPORATION

2.1 Company Profile:
Microsoft Corporation, leading developer of personal-computer software systems and
applications. The company also publishes books and multimedia titles, offers email services, and sells electronic game systems, computer peripherals (input/output
devices), and portable media players. It has sales offices throughout the world. In
addition to its main research and development centre at its corporate headquarters in
Redmond, Washington, U.S., Microsoft has opened research labs in Cambridge,
England (1997); Beijing, China (1998); Aachen, Germany (2003); Sadashivnagar,
Bangalore, India (2005); Cairo, Egypt (2006); Cambridge, Massachusetts (2008);
Herzliyya, Israel (2011); and New York, New York (2012).
2.2 Founding and early growth:
In 1975 Bill Gates and Paul G. Allen, two boyhood friends from Seattle, converted
BASIC, a popular mainframe computer programming language, for use on an early
personal computer (PC), the Altair. Shortly afterward, Gates and Allen founded
Microsoft, deriving the name from the words microcomputer and software. During the
next few years, they refined BASIC and developed other programming languages. In
1980 International Business Machines Corporation (IBM) asked Microsoft to produce
the essential software, or operating system, for its first personal computer, the IBM
PC. Microsoft purchased an operating system from another company, modified it, and
renamed it MS-DOS (Microsoft Disk Operating System). MS-DOS was released with
the IBM PC in 1981. Thereafter, most manufacturers of personal computers licensed
MS-DOS as their operating system, generating vast revenues for Microsoft; by the
early 1990s it had sold more than 100 million copies of the program and defeated
rival operating systems such as CP/M, which it displaced in the early 1980s, and
later IBM OS/2. Microsoft deepened its position in operating systems withWindows,
a graphical user interface whose third version, released in 1990, gained a wide
following. By 1993, Windows 3.0 and its subsequent versions were selling at a rate of
one million copies per month, and nearly 90 percent of the worlds PCs ran on a
Microsoft operating system. In 1995 the company released Windows 95, which for the
first time fully integrated MS-DOS with Windows and effectively matched in ease of

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use Apple Computers Mac OS. It also became the leader in productivity software
such as word-processing and spreadsheet programs, outdistancing longtime rivals
Lotus and WordPerfect in the process.
Microsoft dramatically expanded its electronic publishing division, created in 1985
and already notable for the success of its multimedia encyclopaedia, Encarta. It also
entered the information services and entertainment industries with a wide range of
products and services, most notably the Microsoft Network and MSNBC (a joint
venture with the National Broadcasting Company, a major American television
network).
As a result, by the mid-1990s Microsoft, which became a publicly owned corporation
in 1986, had become one of the most powerful and profitable companies in American
history. It consistently earned profits of 25 cents on every sales dollar, an astonishing
record. In the companys 1996 fiscal year, it topped $2 billion in net income for the
first time, and its unbroken string of profits continued, even during the Great
Recession of 200809 (its net income had grown to more than $14 billion by fiscal
year 2009). However, its rapid growth in a fiercely competitive and fast-changing
industry spawned resentment and jealousy among rivals, some of whom complained
that the companys practices violated U.S. laws against unfair competition. Microsoft
and its defenders countered that, far from stifling competition and technical
innovation, its rise had encouraged both and that its software had consistently become
less expensive and more useful. A U.S. Justice Department investigation concluded in
1994 with a settlement in which Microsoft changed some sales practices that the
government contended enabled the company to unfairly discourage OS customers
from trying alternative programs. The following year the Justice Department
successfully challenged Microsofts proposed purchase of Intuit Inc., the leading
maker of financial software for the PC.

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2.3 Motivation at Microsoft Corporation:

Barry Boehm observed that numerous productivity studies have found that motivation
is the largest single contributor to productivity (Software Engineering Economics,
Prentice-Hall, 1981). It is hardly a coincidence, then, that the most successful
software company in the world has continually succeeded in motivating its
development teams to extreme degrees. Stories of 10-, 14-, even 18-hour days are
common at Microsoft, as are stories of people who live in their offices for weeks at a
time (Steve Maguire, Debugging the Development Process, Microsoft Press, 1995). I
have seen fold-out couches, cots, and sleeping bags in offices at Microsoft. I know of
one developer who had a Murphy bed custom-made to fit his office. Dave Moore,
Microsoft's director of development, described a typical day at Microsoft like this:
"Wake up, go to work, do some work. 'Oh, I'm hungry.' Go down and eat some
breakfast. Do some work. 'Oh, I'm hungry.' Eat some lunch. Work until you drop.
Drive home. Sleep" (Michael Cusumano and Richard Selby, Microsoft Secrets, Free
Press, 1995).
In its local area, Microsoft is known as "The Velvet Sweatshop," which suggests that,
if anything, Microsoft might be doing too good a job of motivating its employees.
How does Microsoft achieve such a high level of motivation? It's simple. Microsoft
explicitly focuses on morale. Each group at Microsoft has a morale budget that can be
used for anything the group wants to use it for. Some groups buy movie-theater style
popcorn poppers. Some groups go skiing or go bowling or have a cookout. Some
groups make T-shirts. Some groups rent a whole movie theater for a private screening
of their favorite movie.
While Microsoft was still involved with OS/2, the OS/2 development group requested
that the company install a washer and dryer in their building so that they wouldn't
have to go home to do their laundry. Although the group never got its washer and
dryer, the message was clear: this team wanted to work. It didn't ask for promotions,
more money, bigger offices, or fancy carpet; it asked for management to remove every
conceivable roadblock so that it could concentrate on shipping a product.
When I first began consulting at Microsoft, I was pleasantly surprised to find how
much time each day I could actually spend working. Every floor in every building has

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a supply room stocked with common and not-so-common office supplies. You just
take what you need, and you don't even need to sign anything. Most other supplies are
only an email message away. If you need office equipment--bookcases, whiteboards,
and so on--you just send email, put a note on the wall where you want the office
furniture, and within 24 hours someone will have installed the furniture in your office.
If you have a computer problem, you call the company's help desk and within an hour
or two a knowledgeable computer technician will have fixed your problem. They lend
you a computer if necessary, and they will even swap your hard disk into the loaner to
minimize downtime.
Microsoft also makes extensive use of non-monetary rewards. I spent a year at
Microsoft working on Windows 3.1. During that time, I received three team T-shirts, a
team rugby shirt, a team beach towel and a team mouse pad. I also took part in a nice
team dinner on the local "Dinner Train" and another dinner at a upscale restaurant. If I
had been an employee, I would also have received a few more shirts, a Microsoft
watch, a plaque for participating in the project, and a big Lucite "Ship-It" award for
shipping the product. The total value of this stuff is probably only two or three
hundred dollars, but as Tom Peters and Robert Waterman say in In Search of
Excellence (Warner Books, 1982), companies with excellent motivation don't miss
any opportunity to shower their employees with non-monetary rewards.
Microsoft doesn't ignore developers' personal lives, either. During the time I was
there, the developer who had the office next to mine had his 10-year-old daughter
come by every day after school. She did her homework quietly in his office while he
worked. No one at the company even raised an eyebrow.
Motivating yourself and other employees is part of the Microsoft corporate culture.
Microsoft doesn't have an explicit practice of asking team members to commit or
"sign up" for a project, but it isn't uncommon for an employee who expresses doubt
about meeting a deadline to be asked whether he or she is signed up. Microsoft avoids
the problem of phony-sounding management motivational speeches because, as often
as not, the question doesn't come from a manager; it comes from the person who will
have to do the work if the person in question doesn't do it.
In addition to providing explicit support for morale, Microsoft gladly trades other
factors to keep morale high, sometimes trading them in ways that would make other
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companies shudder (Pascal Zachary, Showstopper!, Free Press, 1994). I've seen
Microsoft team managers and team leaders trade methodological purity, programming
discipline, control over the product specification, control over the schedule,
management visibility -- almost anything -- to benefit morale.
Whatever you might think of the effects this approach has on other project factors, the
effect on motivation and morale -- and consequently on Microsoft's success -- speaks
for itself.
Work/Life Balance:
Like most communities, Microsoft has its own language. One oft-used phrase is
"work/life balance," which has many nuanced meanings. Taken literally, work/life
balance is about finding a healthy balance between the time you spend at work and
the time you spend away from it. It's about family relationships (for employees who
are married or have children), and the problems that work and work stress cause. It's
about the explicit demands that managers, teams, and Microsoft in general place on
employees. It's about the implicit demands created when all your co-workers are
themselves workaholics.
Microsoft starts off at a disadvantage here, because the people Microsoft hires tend to
be driven and a little socially dysfunctional. So employees already tend to screw up
their relationships with others and focus on work to the exclusion of everything else,
without any encouragement from Microsoft. Also, the Seattle area is known for being
somewhat isolating lots of young, ambitious professionals with no time for making
friends.
Microsoft adds jobs that are very mentally challenging, sometimes aggressive product
schedules, a campus that's a bit isolated (and isolating) from the outside world, and
voil you've got all the ingredients for poor work/life balance.
It's not all bad, however some teams within Microsoft provide extremely
supportive work environments. I personally know several large teams in which almost
all the employees have families, or in which the team is unusually diverse (for a
software company e.g., >50% women). Naturally, the employees on these teams
tend to experience significantly better work/life balance.

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Mc Clelland Theory at Microsoft Corporation:

Microsoft invests a lot of resources into retaining and motivating their employees.
The most pronounced program that Microsoft offers is an employee advancement
program. (Microsoft Corp. 2008) A psychologist named McClelland is known for his
theory in a persons need for achievement. McClellands theory discusses that some
people have a need for overcoming difficult tasks, achieving goals and bettering ones
self. (Kreitner & Kinicki, 2008) Microsoft has human resource personnel that are
tasked with creating leaders. These individuals goals are to help grow skills that
make future leaders and current leaders more skilled in their area of expertise.
Microsoft encourages employees to further their learning by offering management
clinics, seminars, and professional classes. If Microsoft doesnt offer what the
employee is looking for, they support them by offering funding for professional
classes and allowing time off for them. (Microsoft Corp. 2008) By assisting employee
advancement within the company, Microsoft sees high levels of motivation amongst
those

that

have

need

for

self

advancement

and

achievement.

McClelland also theorizes that people have a need for affiliation. This need is found in
people that flourish in social groups. These individuals enjoy group activities,
especially if these activities can help the common good of people. (Kreitner &
Kinicki, 2008) Microsoft has realized that in order to help with employee satisfaction,
they need to help employees feel proud of themselves. By establishing organizations
that help with charities and provide volunteers for community programs, employees
are given opportunities for group projects. Not only do these group help meet the need
for affiliation, they help satisfy intrinsic motivators such as community service.
Another form of fulfilling the needs of the employees, Microsoft sets very clear goals
and mission. Having a clear line of sight minimizes confusion. Confusion can and
usually does lead to dissatisfaction, which then can lead to a loss of motivation.
(Kreitner & Kinicki, 2008) Microsoft states that their missions are; Honesty and
Integrity, respect for others, willingness to take a challenge, passion for customers,
accountability, and self-criticism. Microsoft states that these mission help to get the
employees personally attached to the company. This attachment helps the employees
feel good about their contributions to the company as a whole. (Microsoft Corp. 2008)
By getting the work force personally involved with well defined mission and values,
and offering a extremely lucrative benefits package; Microsoft has accomplished the
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difficult task of both appealing to individuals intrinsic and extrinsic needs. With both
sets of need being fulfilled, Microsoft has achieved a high level of personal
motivation within their corporation.

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CHAPTER 3: MOTIVATION AT TATA MOTORS

3.1 Company Profile:
Tata Motors Limited is Indias largest automobile company, with consolidated
revenues of INR 2,32,834 crores (USD 38.9 billion) in 2013-14. It is the leader in
commercial vehicles in each segment, and among the top in passenger vehicles with
winning products in the compact, midsize car and utility vehicle segments.
The Tata Motors Groups over 60,000 employees are guided by the mission to be
passionate in anticipating and providing the best vehicles and experiences that excite
our customers globally.''
Established in 1945, Tata Motors presence cuts across the length and breadth of
India. Over 8 million Tata vehicles ply on Indian roads, since the first rolled out in
1954. The companys manufacturing base in India is spread across Jamshedpur
(Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand),
Sanand (Gujarat) and Dharwad (Karnataka). Following a strategic alliance with Fiat
in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at
Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains.
The companys dealership, sales, services and spare parts network comprises over
6,600 touch points, across the world.
Tata Motors, also listed in the New York Stock Exchange (September 2004), has
emerged as an international automobile company. Through subsidiaries and associate
companies, Tata Motors has operations in the UK, South Korea, Thailand, South
Africa and Indonesia. Among them is Jaguar Land Rover, acquired in 2008. In 2004,
it acquired the Daewoo Commercial Vehicles Company, South Koreas second largest
truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has
launched several new products in the Korean market, while also exporting these
products to several international markets. Today two-thirds of heavy commercial
vehicle exports out of South Korea are from Tata Daewoo. In 2006, Tata Motors
formed a 51:49 joint venture with the Brazil-based, Marcopolo, a global leader in
body-building for buses and coaches to manufacture fully-built buses and coaches for
India the plant is located in Dharwad. In 2006, Tata Motors entered into joint
venture with Thonburi Automotive Assembly Plant Company of Thailand to
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manufacture and market the companys pickup vehicles in Thailand, and entered the
market in 2008. Tata Motors (SA) (Proprietary) Ltd., Tata Motors' joint venture with
Tata Africa Holding (Pty) Ltd. set up in 2011, has an assembly plant in Rosslyn, north
of Pretoria. The plant can assemble, semi knocked down (SKD) kits, light, medium
and heavy commercial vehicles ranging from 4 tonnes to 50 tonnes.
Tata Motors is also expanding its international footprint, established through exports
since 1961. The companys commercial and passenger vehicles are already being
marketed in several countries in Europe, Africa, the Middle East, South East Asia,
South Asia, South America, CIS and Russia. It has franchisee/joint venture assembly
operations in Bangladesh, Ukraine, and Senegal.
The foundation of the companys growth over the last 69 years is a deep
understanding of economic stimuli and customer needs, and the ability to translate
them into customer-desired offerings through leading edge R&D. With over 4,500
engineers, scientists and technicians the companys Engineering Research Centre,
established in 1966, has enabled pioneering technologies and products. The company
today has R&D centres in Pune, Jamshedpur, Lucknow, Dharwad in India, and in
South Korea, Italy, Spain, and the UK.
It was Tata Motors, which launched the first indigenously developed Light
Commercial Vehicle in 1986. In 2005, Tata Motors created a new segment by
launching the Tata Ace, Indias first indigenously developed mini-truck. In 2009, the
company launched its globally benchmarked Prima range of trucks and in 2012 the
Ultra range of international standard light commercial vehicles. In their power, speed,
carrying capacity, operating economy and trims, they will introduce new benchmarks
in India and match the best in the world in performance at a lower life-cycle cost.
Tata Motors also introduced Indias first Sports Utility Vehicle in 1991 and, in 1998,
the Tata Indica, Indias first fully indigenous passenger car.
In January 2008, Tata Motors unveiled its Peoples Car, the Tata Nano. The Tata Nano
has been subsequently launched, as planned, in India in March 2009, and
subsequently in 2011 in Nepal and Sri Lanka. A development, which signifies a first
for the global automobile industry, the Nano brings the joy of a car within the reach of
thousands of families.

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Tata Motors is equally focussed on environment-friendly technologies in emissions

and alternative fuels. It has developed electric and hybrid vehicles both for personal
and public transportation. It has also been implementing several environment-friendly
technologies

in

manufacturing

processes,

significantly

enhancing

resource

conservation.
Through its subsidiaries, the company is engaged in engineering and automotive
solutions, automotive vehicle components manufacturing and supply chain activities,
vehicle financing, and machine tools and factory automation solutions.
Tata Motors is committed to improving the quality of life of communities by working
on four thrust areas employability, education, health and environment. The activities
touch the lives of more than a million citizens. The companys support on education
and employability is focused on youth and women. They range from schools to
technical education institutes to actual facilitation of income generation. In health, the
companys intervention is in both preventive and curative health care. The goal of
environment protection is achieved through tree plantation, conserving water and
creating new water bodies and, last but not the least, by introducing appropriate
technologies in vehicles and operations for constantly enhancing environment care.
With the foundation of its rich heritage, Tata Motors today is etching a refulgent
future.

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3.2 Motivation at TATA Motors:

A Tata Motors is known for its employee relationship. Tata Motors has a more
efficient corporate culture in the organization. Under these circumstances, Motivation
of its employees becomes more important for Tata Motors. Tata Motors has taken so
many steps regarding employee Motivation. Various programmes are running in the
organization.
At Tata Motors, they follow 5 levels to implement motivation. The first level is
concerned with the employees dignity and competence, and the organisations duty in
respecting these. The second level focuses on facilitating employees with suitable
equipment, systems and a conducive environment. At the third level, trustworthy
relationships with employees should be nurtured through an inclusive approach. The
fourth level is concerned with showing the organisations commitment towards
employee engagement by capturing the voice of employees proactively. At the fifth
level, the organisation needs to work towards providing employees with the right
sense of responsibility and purpose. Perhaps all these steps would lead to the creation
of an engaged workplace where employees are aligned with the organisational values,
mission and objectives.
1. Respecting employees dignity and competence:
Employees spend their entire day at the workplace and naturally the first issue that
they would be concerned with is their dignity. The question uppermost in their minds
and hearts would be: Does this organisation care about my dignity? Am I able to do
my work upholding my dignity? Obviously this feeling of dignity varies from
employee to employee, but the norms followed by the organisation should be
perceived as enabling a dignified existence. All the things that employees need to
encounter should be considered while judging the upholding of dignity aspect. In
fact, several organisations have started focusing on this aspect.
2. Facilitating

employees

with

suitable

equipment,

systems

and

environment:
The work to be done by employees gets the right impetus when they are provided
with suitable equipment, appropriate systems and processes, and a supportive
environment. This should result in a non-silo organisation where there is a
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seamlessness facilitating easy coordination. Especially in the case of service

organisations, the environment must help to engender mutual trust and kindle the
spirit of cooperation.
This environment can also be enabled through online engagement and ensuring that
employees (especially those in remote locations or needing to travel extensively) are
able to stay connected with the organisation in a seamless manner. So, giving them
access to real-time data and providing them online working facilities helps.
Companies such as Tata Metaliks have been able to offer an online workplace that has
helped enhance employee engagement and increase efficiency levels.
A supportive environment also means that the organisation would help support
innovation initiatives of employees and the efforts would be reflected in the
performance management system.
3. Inclusive approach towards employees trust-based relationships:
Even though superiors have the power to appraise their subordinates and give them
ratings, decide their increments and bonuses, employees are also judging the
organisation constantly. They seek an inclusive approach to make them feel that they
belong and are valued by the organisation. The employees should feel they can trust
the organisation and the relationship is based on mutual affection and trust. In large
organisations, it becomes critical since there is a possibility that an employee will feel
lost in the labyrinths of the corridors of power. The role of senior leaders and their
readiness to meet and share experiences with employees across levels is an important
aspect.
To create an egalitarian culture and integrate employees across the organisation,
common platforms for information sharing and collaborations need to be put in place.
This becomes more critical for organisations that have teams deployed across
different geographies and comprise employees belonging to a variety of cultures. Tata
Motors, which has diverse teams working in different geographic locations and
belonging to different cultures, created the Ultimax platform, an online forum where
employees across levels and geographies can come together.

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Employees need to have faith in the organisations governance mechanism and its
adherence to values. Having a whistleblower policy and an ethics counsellor may not
be enough to assure employees. The actions taken by the firm to enforce its values
and good governance has an impact on the employees perceptions regarding its
intent.
4. Proactively capturing the voice of employees:
The organisation may have instituted various initiatives for employee engagement, but
their actual feelings needs to be captured. Though most organisations have formal
feedback mechanisms to capture employees feelings, the formal procedure could
result in guarded responses. In fact, many employees take care not to mention
anything adverse in the feedback fearing retribution from superiors. But for the
engagement to be effective, it is necessary to capture the real feelings of employees
and to respect the feedback. This requires a multi-pronged approach comprising
formal, semi-formal and even informal feedback capturing. The formal processes of
the HR department are well-known. More can be done through the semi-formal and
informal methods. A friendly chat between the boss and the employee can help
discern pertinent feelings this is a semi-formal approach.
5. Ensuring that employees are given responsibility and purpose:
When employees are convinced about the organisations intent in upholding its values
and following good governance, they seek opportunities to perform and excel. The
organisation needs to offer responsibility to these employees, to give them a sense of
purpose and fulfilment. This gets manifested in several ways including the
development of breakthrough products such as Tata Motors Nano or Tata Chemicals
Swach. More importantly, it can be used to create organisation-wide movements that
drive results. Rallis instituted the Kisme Kitna Hai Dum contest wherein teams took
on self-initiated innovation projects that were guided and funded by their superiors.
They reported noteworthy results that have boosted Ralliss performance in recent
times. This aspect goes beyond the basic job responsibilities that are cascaded down
through the balanced scorecard.

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Employees feel a sense of responsibility and purpose if they are given other
opportunities that help in organisation-building. This could be in the form of
mentoring of subordinates or story-telling. At Indian Hotels, the best performers are
roped in to share their experiences, through story-telling, with other colleagues to
shape their attitudes and learning. It is not necessarily business-related. Tata Motors
has created a platform called Seva that enables employees to take up volunteering
opportunities and contribute to social causes. Surely these opportunities provide
employees with a greater sense of responsibility and purpose, and enhance
engagement.
An engaged organisation is one where there is mutual trust and respect among
employees and where employees take pride in their work and the organisations
values. While meticulously designed measuring instruments may not be able to tell
whether employees are engaged or not, the genuine smiles, sincere camaraderie, and
spontaneity shown in going beyond the call of duty are the best indicators of engaged
employees. It is evident in the spring in their steps and the eye-to-eye contact
followed by a warm smile whenever they meet a colleague or a customer.

CONCLUSION

The case studies help to derive four ways to motivate employees effectively;
1. Ensure a positive work environment.
If you're hearing that there are internal conflicts or office politics that are creating an
unpleasant work environment, you are the one who can fix it. The fact that you
listened and you acted will be a sign that you care about creating a positive place
to work.
2. Foster teamwork.
Make sure you have a mission statement and that your employees understand why
their role is important to the overall success of their company. In your conversations
with employees, strengthen the notion that your company is a team and that when you
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win, they win too. Then follow through. Even if it's a small gesture like ordering in
lunch for everyone after a big deal is signed, make sure they share in the successes.
3. Get creative about rewards and incentives.
Money isn't the only way to motivate employees to work harder or smarter. Perhaps
you've got a young parent working for you who could benefit from flexible hours or
the opportunity to work from home one day a week. Maybe your salesperson has just
put in a lot of long days to make a big deal happen and would prefer extra time off to
a bonus. When you show you're willing to be flexible to meet your employees' needs
you'll likely discover your employees will reward you.
4. Provide learning and growth opportunities.
When employees are bored with their jobs, it generally shows. You notice it, and so
do your customers. When you interview employees for a job, take time to ask about
areas of interest. Maybe your new receptionist who is taking creative writing classes
in the evening would thoroughly enjoy the chance to help develop some marketing
materials. Maybe the new waiter who said he hopes to be a chef someday could do a
shift in the kitchen every so often and get some on-the-job training. Giving employees
an opportunity to learn new skills and pursue special interests may be one of the most
effective things you can do to motivate them and it's all good for business.
To motivate is to lead effectively.

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WEBLIOGRAPHY
Google search Engine
Websites:

www.microsoft.com
www.tatamotors.com
http://www.stevemcconnell.com/articles/art05.htm
http://tcstire.com/blog/view/basic-principles-to-motivate-employees
http://www.britannica.com/EBchecked/topic/380624/Microsoft-Corporation
http://www.ukessays.com/essays/management/analyzing-leadership-andmotivation-styles-at-tata-motors-management-essay.php

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