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1.1 INTRODUCTION:
Human Resource Management (HRM) is a relatively new approach to
managing people in any organisation. People are considered the key resource in this
approach. it is concerned with the people dimension in management of an organisation.
Since an organisation is a body of people, their acquisition, development of skills,
motivation for higher levels of attainments, as well as ensuring maintenance of their level
of commitment are all significant activities. These activities fall in the domain of HRM.
Human Resource Management is a process, which consists of four main activities,
namely, acquisition, development, motivation, as well as maintenance of human
resources.
Scott, Clothier and Spiegel have defined: Human Resource Management as that
branch of management which is responsible on a staff basis for concentrating on those
aspects of operations which are primarily concerned with the relationship of management
to employees and employees to employees and with the development of the individual
and the group. Human Resource Management is responsible for maintaining good human
relations in the organisation. It is also concerned with development of individuals and
achieving integration of goals of the organisation and those of the individuals. North
considers human resource management as an extension of general management, that of
prompting and stimulating every employee to make his fullest contribution to the purpose
of a business. Human resource management is not something that could be separated from
the basic managerial function. It is a major component of the broader managerial
function.
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1.1.1 Definitions:
According to French Wendell, Human resource management as the recruitment,
selection, development, utilisation, compensation and motivation of human resources by
the organisation.
This deals with the planning, organising, directing and controlling the personnel functions
of the enterprise.
1.1.2 Objectives:
The basic objective of human resource management is to contribute to the realisation
of the organisational goals. However, the specific objectives of human resource
management are as follows:
To ensure effective utilisation of human resources, all other organisational resources will
be efficiently utilised by the human resources.
To ensure respect for human beings by providing various services and welfare facilities to
the personnel.
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Managerial Functions:
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Planning:
The planning function of human resource department pertains to the steps taken in
determining in advance personnel requirements, personnel programmes, policies etc.
After determining how many and what type of people are required, a personnel manager
has to devise ways and means to motivate them.
Organisation:
Under organisation, the human resource manager has to organise the operative
functions by designing structure of relationship among jobs, personnel and physical
factors in such a way so as to have maximum contribution towards organisational
objectives. In this way a personnel manager performs following functions :
Directing:
Directing is concerned with initiation of organised action and stimulating the people to
work. The personnel manager directs the activities of people of the organisation to get its
function performed properly. A personnel manager guides and motivates the staff of the
organisation to follow the path laid down in advance.
Controlling:
It provides basic data for establishing standards, makes job analysis and performance
appraisal, etc. All these techniques assist in effective control of the qualities, time and
efforts of workers.
Operative function:
The operative functions are those tasks or duties which are specifically entrusted to
the human resource or personnel department. These are concerned with employment,
development, compensation, integration and maintenance of personnel of the
organisation.
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The operative functions of human resource or personnel department are discussed below:
1. Employment:
The first operative function of the human resource of personnel department is the
employment of proper kind and number of persons necessary to achieve the objectives of
the organisation. This involves recruitment, selection, placement, etc. of the personnel.
2. Development:
Training and development of personnel is a follow up of the employment function. It
is a duty of management to train each employee property to develop technical skills for
the job for which he has been employed and also to develop him for the higher jobs in the
organisation. Proper development of personnel is necessary to increase their skills in
doing their jobs and in satisfying their growth need.
For this purpose, the personnel departments will device appropriate training
programs. There are several on- the-job and off-the-job methods available for training
purposes. A good training program should include a mixture of both types of methods. It
is important to point out that personnel department arranges for training not only of new
employees but also of old employees to update their knowledge in the use of latest
techniques.
3. Compensation:
This function is concerned with the determination of adequate and equitable
remuneration of the employees in the organisation of their contribution to the
organisational goals. The personnel can be compensated both in terms of monetary as
well as non-monetary rewards.
Factors which must be borne in mind while fixing the remuneration of personnel are
their basic needs, requirements of jobs, legal provisions regarding minimum wages,
capacity of the organisation to pay, wage level afforded by competitors etc. For fixing the
wage levels, the personnel department can make use of certain techniques like job
evaluation and performance appraisal.
4. Human Relations:
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Job satisfaction
Employee motivation
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Employee motivation
Introduction:
Motivation is one of the most important factors affecting human behaviour and
performance. This is the one of the reason why managers attach great importance to
motivation in organizational setting. Lipper has called motivation has the core of
management. Effective directing leads to effectiveness, both at organizational and
individuals levels. This requires the understanding of what individuals want from the
organization. However, what individuals want from the organization has not been fully
identified.
Definition:
motivation is the complex forces starting and keeping a person at work in an
organization . Motivation is something that moves the person to action, and
continues him in course of action already initiated.
motivation refers to the way in which urges, drives, desires, aspirations, strives,
or needs direct, control or explain the behaviour of human beings.
Study:
The purpose of study is to identify the type of motivation most suited for higher
productivity and methods usually adopted for measuring employees motivation.
Motive: based on the Latin word mover, motive (need) has been defining s follow;
A motive is an inner state that energies, actives, or moves (hence motivation), and
that directs behaviour towards goals.
There is a difference between needs and wants. It is necessary to know the difference
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Between those two terms for every employee. Needs are more comprehensive and include
Desires both physiological needs like social needs, recognition needs, etc, which do not
fall under wants.
Motivating:
Motivation is the term which implies that one person in the organization context, a
manager, induces anther, say employee to engage in action (work behaviour) by ensuring
that a channel to satisfy the motive become available and accessible to the individual in
addition
To channel zing the strong motive in a direction that is satisfying t both the organization
and the employers the manger can also active the latest motivation in individuals and
harness them in a manner that would be function for the organization.
Motivation:
While a motive is engineer of action motivation is the canalization and
activation of
Motives motivation is the work behaviour itself. Motivation depends on motives and
motivating therefore, it becomes a complex process.
Providing need
satisfaction
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Based on motives:
Motivation is based on individuals motives which are internal to the individuals. These
motives are in the form of feelings that the individual lacks something. In order to
overcome this feeling of laciness, the employee tries to behave in a manner which helps
in overcoming this feeling.
Affected by motivating:
Motivation is affected by way the individual is motivated. The act of motivating
channelizes need satisfaction. Besides, it can also activate the latent needs in the
individual, that is, the needs that are less strong and somewhat dormant, and harness them
in a manner that would be functional for the organization.
Goal-directed behaviour:
Motivation leads to goal directed behaviour. A goal-directed behaviour is one which
satisfies the causes for which behaviour take place. Motivation has profound influence on
human behaviour; in the organizational requirements.
Related to satisfaction:
Motivation is related to satisfaction. Satisfaction refers to the contentment experiences of
an individual which he drives out of need fulfilment. Thus, satisfaction is a consequence
of rewards and punishments associated with the past experiences. It provides means to
analyze outcomes already experienced by individual.
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Complex process:
Motivation is a complex process; complexity emerges because of the nature of
needs and the type of behaviour that is attempted to satisfy those needs.
(1) Needs are internal feelings of individuals and sometimes even they,
They may not be quite aware about their needs and the priority of these. Thus,
Understanding of human needs and providing means for their satisfaction Becomes
difficult.
(2) even if needs are identified, the problem is not over here as a particular need may
result into different behaviours from different behaviours from different result into
different behaviours from different need ma individuals because of their differences. For
example, the need for promotion may be uniform for different individuals may no engage
in similar type of behaviour; they may adopt different routes to satisfy their promotion
needs.
3) a particular behaviour may emerge not only because of the specific need but it may
be because of a variety of needs. For example, hard work in the organization may be due
to the need for earning more money to satisfy psychological needs, or may to enjoy the
performance of work itself and money becomes secondary, or to get recognition as a
hard- working person.
4) Goal directed behaviour may lead to goal attainment. There may be many cons buses
in situation which may restring the goal attainment of goal directed behaviour. This may
lead to frustration in an individual creating lot of problems.
Type of needs
There are many types of needs which an individual may have and there are various ways
in which these may be classified. The basic objective behind classification of needs into
categories is to find out similarly and dissimilarly in various needs so that incentives are
grouped to satisfy the needs falling under one category or the other. Needs may be
natural, biological phenomenon in an individual, or these may over the period of time
through learning.
1) Primary needs
2) Secondary needs
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3) General needs
Primary needs:
Primary needs are also known as physiological, biological, basic, or unlearned
needs. Primary needs are animal drives which are essential for survival. These needs are
common to all human beings, though their intensity may differ.
Secondary needs:
These needs are learned by the individual through his experience and interaction.
Therefore these are called derived or learned needs. Emergence of these depends on
learning. These may be different types of secondary needs for power, achievement, status
affiliation, etc.
General types:
Though a separate classification of general needs is not always given, such a
category seems necessary because there are of needs which lie in the grey area between
the primary and secondary needs. Such needs are like need for competence, curiosity,
manipulation, affection, etc
Aggression:
A more common reaction to frustration is aggression, an act against someone or
something. An employee being denied a promotion may become aggressive and verbally
berate his supervisor.
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We can derive form figure that individual performance depends on the following
factors:
Motivation of individual,
His ability,
Organizational resources
Motivatio
n
Role
Abilit
y
Performan Reward
ce
Sense of
Organizationa
Competence l
Resources
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Motivation:
Level of motivation drives an individual for work. Motivation is based on motive
which is a feeling that an individual lacks some things. This feeling creates some sort of
tension in his mind. In order to overcome this tension, he engages in goal directed
behaviour that is taking those actions trough which his needs are satisfied. Thus,
motivation becomes a prime mover for efforts and better work performance.
Sense of competence:
To sense of competence denotes the extent to which an individual consistently
regards himself as capable of doing a job. Sense of competence of an individual depends
to a very great extent on his locus of control. Locus of control means whether people
believe that they are in control of events or events control them. Those who have internal
locus of control believe that they can control and shape the course of events in their lives;
those who have external locus of control tend to believe occur purely by chance or
because of factors beyond their own control. An individual with internal locus of control
tends be high performer than those with external locus of control. However, this sense of
competence is not an independent factor but depends on the ability of the individual.
Ability
While sense of competence is type of perception about oneself, ability is his personal
attributes relevant for doing a job. Often, ability is expressed in the following way or
equation
Knowledge refers to the position of information and ideas in a particular field which may
be helpful in developing relationships among different variables related to that field. Skill
refers to expertness, practical ability or facility in an action or doing something. Thus, if
the individual has ability relevant to his job, his performance tends to be higher than those
who do not posses such ability.
Ability=knowledge*
skill
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Role perception:
A role is the pattern of actions expected of a person in activities involving others.
Role reflects a persons position in the social system with its accompanying rights and
obligations. In an organization, activities of an individual are guided by his role
perception that is, how he thinks he is supposed to act in his own role is clear, the
individual tends to perform well. There are two types of problems which emerge in role
specification, role ambiguity and role conflict role ambiguity denotes the state in which
the individual is not clear what is expected from him in the job situation. Role conflict is
the situation in which the individual engages in two or more roles simultaneously and
these roles are mutually incompatible. In both these situations, his performance is likely
to be affected adversely.
Organizational resources:
Organizational resources denote various types of facilities ---physical and psychological
---which are available at the work place. Physical facilities include appropriate layout of
the work place and conductive physical environment. Psychological facilities include
appropriate reward system, training development facilities, harmonious workshop
appropriate and motivating leadership styles, motivating work, and do on. These
organizational resources work in two ways in increasing individual performance. First,
they facilitate job performance. Second they work as motivating factors which enhance
individual enthusiasm to perform well.
Role of motivation:
Motivation is one among the various factors affecting individual performance. However,
it is one of the most important factors. All organizational facilities will go waste in the
lack of motivated people to utilize these facilities effectively. Every superior in the
organization must motivate his subordinates for the right types of behaviour. Diagnosing
human behaviour and analyzing as to why people behave in a particular way is of prime
importance in motivating them irrespective of the organization because individual is the
basic component of any organization.
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Empowerment
Empowerment is the process of enabling or authorizing an individual to think,
behaves, take action, and control work and decision making in autonomous ways. It is the
state of feeling self-empowered to take control of ones own destiny. Empowerment rules
as a development strategy.
Along with motivation job design, empowerment is also used as a technique for
motivation. Most of work organizations have a number of employees who believe that
they are dependent on others and their own efforts have little impact on the performance.
Sense of this powerless creates frustration in employees and they start developing feeling
that they cannot perform successfully or make meaningful contributions. In order to
overcome this feeling of employees and involving them in their jobs, the idea of
empowerment has been introduced. The basic those of empowerment have emerged from
the proponents of total quality management (TQM) which has gained acceptance
throughout the world.
In Websters dictionary, the verb empowers means to give the means, ability of
authority. Thus, empowerment in work setting involves giving employees the means,
ability and authority to do something.
Empowerment is any process that provides greater autonomy through the sharing
of relevant information and the provision of control over factors affecting job
performance.
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There are five approaches which have been suggested for empowerment:
Helping employees achieve job mastery giving training, coaching, and guided
experience that are required for initial success.
Allowing more control giving employees descry travel section over job performance
and making them accountable for the performance outcomes.
Providing successful role models allowing them to observe peers who are performing
successfully on the job.
Using social reinforcement and persuasion giving praise, encouragement, and verbal
feedback to raise confidence.
Giving emotional support reduction of stress and anxiety through better role present
travel section, task assistance, and personal care.
When managers use these approaches, employees develop a feeling that their jobs
are important and they contribute meaningfully for the achievement of organizational
effectiveness.
This feeling contributes positively to the use of skills and talents in job performance as
shown in figure:
More self-
control
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Help people feet that they are part of something bigger than themselves and their
individual job. Do this by making sure they know and have access to the organizations
overall mission, vision, and strategic plan.
Share the most important goals and direction for your group. Where possible,
either make progress on goals measurable and observable, or ascertain that you have
shared your pictures of a positive outcome with the people responsible for accomplishing
the results.
4. Trust people
Trust the intention of people to do the right thing, make the right decision, and
make choices that, while may be not exactly what you would decide, still work.
Make certain that you have give people, or made sure that they have access to, all
of the information they need to make thoughtful decisions.
Doesnt just delegate the drudge work; delegate some of the fun stuff, too. You
know, delegate the important meetings, the committee memberships that influence
product development and decision making, and the projects that people and customers
notice. The employee will grow and develop new skills. Your plate will be less full so you
can concentrate on contribution. Your reporting staff will gratefully shine-and so will you.
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Provide frequent feedback so that people know how they are doing. Sometimes,
the purpose of feedback is reward and recognition. People deserve your constructive
feedback, too, so they can continue to develop their knowledge and skills.
Or, ask, what action steps do you recommend? Employees can demonstrate what they
know and grow in the process.
INDUSTRY PROFILE
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1912: The Indian Life Assurance Companies Act enacted as the first
statute to regulate the life insurance business.
1956: 245 Indian and foreign insurers and provident societies taken over
by the central government and nationalized. LIC formed by an Act of
Parliament, viz. LIC Act,1956, with a capital contribution of Rs. 5 crore
from the Government of India. The General insurance business in India, on
the other hand, can trace its roots to the Triton Insurance Company Ltd.,
the first general insurance company established in the year 1850 in
Calcutta by the British.
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In 1994, the committee submitted the report and some of the key
recommendations included:
i) Structure
Government stake in the insurance Companies to be brought down to 50%
Government should take over the holdings of GIC and its subsidiaries so
that these subsidiaries can act as independent corporations.
ii) Competition
Private Companies with a minimum paid up capital of Rs.1bn should be
allowed to enter the industry.
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iv) Investments
Mandatory Investments of LIC Life Fund in government securities to be
reduced from 75% to 50%
GIC and its subsidiaries are not to hold more than 5% in any company
(There current holdings to be brought down to this level over a period of
time)
v) Customer Service
LIC should pay interest on delays in payments beyond 30 days
Reforms in the Insurance sector were initiated with the passage of the
IRDA Bill in Parliament in December 1999. The IRDA since its
incorporation as a statutory body in April 2000 has fastidiously stuck to
its schedule of framing regulations and registering the private sector
insurance companies.
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Since being set up as an independent statutory body the IRDA has put in a
framework of globally compatible regulations. In the private sector 12 life
insurance and 6 general insurance companies have been registered
Vision
To be the first choice insurer for customers
To be the preferred employer for staff in the insurance industry
To be the number one insurer for creating shareholder value
Mission
As a responsible, customer focused market leader, we will strive to understand the
insurance needs of the consumers and translate it into affordable products that
deliver value for money.
A Partnership Based on Synergy Bajaj Allianz offers technical excellence in all
areas of General and Health Insurance, as well as Risk Management.
This partnership successfully combines Bajaj Finserv's in-depth understanding of
the local market and extensive distribution network with the global experience and
technical expertise of the Allianz Group.
As a registered Indian Insurance Company and a capital base of Rs. 110 crores,
the company is fully licensed to underwrite all lines of insurance business
including health insurance.
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Stock Financial Inclusion Award 2012 for contribution towards financial inclusion
through life insurance
Bajaj Allianz Life Insurance has been rated amongst the 50 top service brands and ranked
as Third Best Life Insurer, as per a survey conducted on 'Most Trusted Companies' by
Brand Equity and AC Nielsen-ORG Mar 2012.
Term Insurance
Savings Solutions
Investment Solutions
Retirement Solutions
ULIP
Group Insurance
NRI Corner
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Taking care of a child is perhaps the most important job a parent can have. It is but
natural that you would like to give your child your best. And therefore, this is the time
when careful financial planning can help you fulfill the aspiration that you have for your
children. The Bajaj Allianz child gain solutions help you to enjoy the joys of parenthood
responsibly, with the reassurance of a secure future for your child.
Bajaj Allianz child offers a wide array of solutions that allows you to plan for your childs
future by providing you with as many as 4 distinct and unique options.
Choice of investment funds with flexible investment management; you can change funds
at any time.
Providing for full/partial withdraws any times after three years, provided three full years
premiums are paid.
Maturity benefit equal to the fund value payable on the date of maturity.
The Bajaj Allianz new unit gain plus plan comes with a host of features that allows you to
Have the best of both worlds protection and investment with flexibility like never
before.
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Choice of 5 investment funds with flexible investment management: you can change
Choice of investment funds with flexible investment management: you can change
Provision for full/partial withdrawals any time after three years from commenced
This plan pays out a guaranteed amount on survival at the end of every 1/5th of
the Policy term selected. A total of 75% of the sum assured is paid out in the first 4 cash
benefits.
On maturity, 50% of the sum assured is paid along with accrued bonuses. Hence the total
Cash/survival benefit distributed under this plan comes to more than 100% 0f the sum
assured
The benefits will further increases by way of accrued bonuses that are distributed at
maturity or on death, if earlier. In case of maturity or death after 15 full policy years, the
company may Pay an additional terminal bonus for in force policies.
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Bajaj Allianz Invest Gain is a specially designed plan that offers unique
combinations of benefits to help you develop a sound financial portfolio for your family.
Among the many unique benefits, the most significant is the family income benefit (FIB)
that sustains the Family by compensating the loss of income due to death or permanent
disability. This is one stop shop solution that can keep you and you family financially
protected at times when you need it most. In a financial world where choices can drive
you crazy, your search for the perfect life insurance plan stops here.
Sam Ghosh, CEO, Bajaj Life Insurance Company Limited, who took over this January,
outlines his aggressive growth strategy. VenkatachariJagannathanreports..
Bajaj Life Insurance Company Limited a 74:26 joint venture between Bajaj Auto
Limited and Allianz AG, Germany (formerly Allianz Bajaj Life Insurance Company
Limited) under a new team headed by Sam Ghosh, CEO, has taken the competition
head-on, leaving industry watchers surprised at its rapid pace of growth.
Ghosh himself is a newcomer to the company, earlier having steered the Rs480 crore-
Bajaj Allianz General Insurance Company to the second position in the Indian private
sector insurance sector.
In a span of just eight months, Bajaj Allianz Life (premium income Rs220 crore) has
jumped three paces to occupy the fourth slot in the 13-strong life insurance industry.
Today the company is in the midst of pursuing its twin corporate 'dream' goals to close
this fiscal with a premium income of Rs750 crore and occupy the number three slot
displacing the incumbent Birla Sun Life Insurance Company Limited.
Given the daily collections over Rs1 crore and its month-on-month growth, the
second may come true sooner.
According to the Insurance Regulatory and Development Authority (IRDA) figures, the
new premium difference between Bajaj Allianz Life and Birla Sun Life at the end of
August 2004 was Rs37.5 crore. Rival Birla Sun Life has taken the threat seriously.
RESEARCH METHODOLOGY.
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DEFINITION:-
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The purpose of the study is to identify the level of motivation among the working
group in Bajaj Allianz Life insurance.
To know the working environment, supervisors relationship, family relationship
and individual perception about the company in relation to motivation.
The study can reveal the psychological and economic factors associated with
motivation and also can bring forth the interrelated factors for motivation.
The study would be helpful in giving suggestions to apply the motivation
methods.
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RESEARCH DESIGN:
3.3 Meaning:
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Literature review
Data collection
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1. PRIMARY DATA:
The primary data was collected from employees through structural questions
and personal interviews with the employees who have attended the training
programmes.
2. SECONDARY DATA:
Secondary data include both quantitative and qualitative data, and they can
be used in both descriptive and explanatory research. The data you use may be raw
data, where there has been little if any processing, or compiled data that have
received some from of selection or summarizing within business and business and
management research such data are used mostly in case study and survey-type
research.
LIMITATIONS
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TABLE:4.1
GRAPH:4.1
Interpretation:
From the graph shows that 36% of respondents says that they have an 0-5 years
Experience in that organisation, 28%of respondents says that they have an6-10
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TABLE:4.2
Promotion 16 16
Career Development 28 28
Welfare measures 24 24
GRAPH:4.2
Interpretation:
From the above graph shows that 32% of respondents feels that they have an job
To be providing the good career opportunity from then 24% of respondents feels
Respondents feels that they have an good promotion opportunity will be provided
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TABLE:4.3
GRAPH:4.3
Interpretation:
From the above graph 36% of respondents says that they an highly satisfied in their work
place,28% of respondents says that they have an satisfied in their work place ,22% of
respondents says that they have not satisfied in their work place.
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TABLE:4.4
GRAPH:4.4
Interpretation:
From the above graph 36% of respondents are dis satisfied the participation of decision
making in their organisation,28% of respondents are average,22% of respondents are
highly satisfied the participation of decision making in their organisation,14% of
respondents are satisfied.
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GRAPH:4.5
Interpretation:
From the above graph 40% of respondents says that they are satisfied the HR place
And important role in their organisation, 32% of respondents says that they are
Highly satisfied.
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AWARDS 36 36
REWARDS 28 28
RECOGNITION 14 14
PROMOTIONAL CHANNELS 22 22
GRAPH:4.6
Interpretation:
From the above graph 36% of respondents are satisfied that the organisation has to be
identify the performance of an employee by providing the awards,28%of respondents are
in that organisation has to be identify the performance of an employee by providing there
awards.
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Personal issues 10 10
GRAPH:.4.7
Interpretation:
From the above graph 46% of respondents are competition among the trade unions will
give the challenge of employee motivation, 22% of respondents are educational back
ground, 12%of respondents are bias in management decisions
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TABLE:4.8
Miscellaneous 18 18
GRAPH:4.8
Interpretation:
From the above graph 48% of respondents that centralisation process highly involved in
the employee performance,24% of respondents lack of motivation and recognition,18%
of respondents are miscellaneous.
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TABLE:4.9
Yes 62 62
Very little 28 28
No knowledge 10 10
GRAPH:4.9
Interpretation:
From the above graph 62% of respondents are agreed that they have an awareness of
motivation and empowerment taken place in their organisation
TABLE:4.10
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GRAPH:4.10
Interpretation:
From the above graph 40% of respondents are satisfied the superior has to be recognised
their performance in the organisation,32% of respondents are highly satisfied.
TABLE:4.11
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GRAPH:4.11
Interpretation:
.From the above graph 40% of employees are satisfied the organisation has to be
Providing the good peaceful environment situation from them,32% of employees are
highly satisfied.
4.12 Employees need to be remind that their jobs are dependent on the companys
ability to compete effectively
TABLE:4.12
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Strongly agree 76 76
Agree 10 10
Disagree 8 8
Strongly disagree 6 6
GRAPH:4.12
Interpretation:
From the above graph 76% of respondents are strongly agreed that employees need
To be remind that their jobs are dependent on the company ability to compete effectively.
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EMPLOYEE MOTIVATION
4.13 Supervisors should give a good deal of attention of the physical working
conditions of their employees
TABLE:4.13
Strongly agree 40 40
Agree 24 24
Disagree 20 20
Strongly disagree 16 16
GRAPH:4.13
Interpretation:
From the above graph 40% of respondents are strongly agreed that the superiors are
directly involved in the physical working conditions of their employees,24% of
respondents are agree,20% of respondents are dis agree,16% are strongly dis agree.
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EMPLOYEE MOTIVATION
4.14 Special wage hike should be given to employees who perform their jobs very
well
TABLE:4.14
Strongly agree 90 90
Agree 6 6
Disagree 4 4
Strongly disagree 0 0
GRAPH:4.14
Interpretation:
From the above graph 90% of respondents are strongly agreed that the organisation has to
be identify the employee performance by providing the special wage hikes, 6% of
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EMPLOYEE MOTIVATION
TABLE:4.15
Strongly agree 50 50
Agree 33 33
Disagree 4 4
Strongly disagree 13 13
GRAPH:4.15
Interpretation:
From the above graph 50% of respondents are strongly agree ,33% of the respondents are
agree and it is an individual recognition for attaining standard performance in your
organisation.
4.16 The company retirement benefits and stock programs are important factors on
their jobs:
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EMPLOYEE MOTIVATION
TABLE:4.16
Strongly agree 60 60
Agree 19 19
Disagree 10 10
Strongly disagree 11 11
GRAPH:4.16
Interpretation ,
From the above graph 60% of the respondents are strongly agreed that the organisation
Has to be provided the retirement benefits and stock program from them.
4.17 Almost every job can be made most stimulating and challenging
TABLE:4.17
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EMPLOYEE MOTIVATION
Strongly 50 50
agree
Agree 40 40
Disagree 4 4
Strongly disagree 6 6
GRAPH:4.17
Interpretation:
From the above graph 50% of the respondents are strongly agreed that every job in the
organisation can be most stimulate and challenge them, 40% of the respondents are
agree.4% of the respondents are not agree.
4.18 Management could show more than interest in the employees by sponsoring
social events after hours
TABLE:4.18
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EMPLOYEE MOTIVATION
Strongly agree 30 30
Agree 40 40
Disagree 22 22
Strongly disagree 8 8
GRAPH:4.18
Interpretation:
From the above graph 40% of the respondents are agreed that the organisation has to be
create the interest of employees by sponsoring social events after hours.
4.19 If your job includes interacting with customers, how it will affect the following
TABLE:4.19
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EMPLOYEE MOTIVATION
WILL INCREASE 54 54
WILL DECREASE 40 40
GRAPH:4.19
Interpretation:
From the above graph 54% of the respondents are agreed they have an good interest
interacting with the customers.
FINDINGS
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EMPLOYEE MOTIVATION
The perception of the employee is high towards the aim of the organization i.e.
Transportation
There is high involvement of the employee in the organization.
There is low participation of employees in decision making.
There is equal participation in work.
Awards and rewards are the high rated approaches that which motivates
employees.
Lack of motivation and recognition, decision taken by top authorities are obstacles
that stop employees performing to the best.
Employees awareness of motivation and empowerment is very low.
SUGGESTIONS:
Employees should be identified by their better performance and should give some
type of incentives, promotions etc. So that employee will be boosted up and will
work better.
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CONCLUSION
According to the study I concluded that the employees are satisfied in their
organization, Motivation plays an important role in a company when it comes to
performance. Every employee is different and what works for one might not for the other
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EMPLOYEE MOTIVATION
Gender:
Designation:
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Department:
1. Years of experience ( )
a) Awards b) rewards
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EMPLOYEE MOTIVATION
d) Miscellaneous
12. Employee need to be remind that their jobs are dependent on the company ability
To complete effectiveness ( )
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EMPLOYEE MOTIVATION
13. Supervisors should give a good deal of attention of the physical working conditions
Of their employees ( )
14. Special wage hike should be given to employee who perform their jobs
Very well ( )
Your organisation ( )
16. The company retirement benefits and stock programs and important
17. Almost every job can be made most stimulating and challenging ( )
18. Management could show more than interest in the employees by sponsoring
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EMPLOYEE MOTIVATION
19. If your job includes interacting with customer, how affect the following ( )
BIBLIOGRAPHY
SL. BOOKS AUTHOR EDITION PUBLICATIONS
NO NAME
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EMPLOYEE MOTIVATION
management
WEB SITES
www.bajaj allianz.com
www.hr.com
www.wikipedia.com
SSIET,MBA,-2015 Page 60