Chapter 1

EMPLOYEES MOTIVATION PRECIMEASURE CONTROLS PVT LTD
INTRODUCTION
Human resource is of paramount importance for the success of any

organization. It is a source of strength and aid. Human resources are
the wealth of an organization which can help it in achieving its goals.
Human resource management is concerned with the human being in
an organization. It reflects a new outlook which views organization’s
manpower as its resource and assets.
MEANING
Human resource is the total knowledge, skills, talents and

aptitudes of an organization’s workforce. The resourcefulness of
various categories of people and other people available to the
organization can be treated as human resources. In the present
complex environment, no business or organization can exist and
grow without appropriate human resources. So human resource has
become the focus of attention of every progressive organization.
DEFINATION:
“Human resource management is the planning, organizing, directing

and controlling of procurement, development, compensation,
integration, maintenance and reproduction of human resources to the
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end that individual, organizational and societal objective are

accomplished.”
NEED FOR HRM

Human resource management help in creating a better understanding
between employees and management. It help worker’s in
accomplishing individual and organizational goals. This approach
has been attracting the attention of management professional in the
last decade or so.
Essentials of HRM:
1. Better industrial relations.
2. Develop organizational commitment.
3. Coping with changing environment.
4. Change in political philosophy.
5. Increased pressure on employees.
HUMAN RESOURCE MANAGEMENT OBJECTIVES AND

FUNCTIONS:
The primary objective of HRM is to ensure the availability of a
competent and willing work force to an organization. Beyond this,
there are other objectives, too. Specifically, HRM objectives are four
fold-societal, organizational, functional and personal..
Societal objectives: To be ethically and socially responsible to the

need and challenges of society while minimizing the negative impact
of such demands upon the organization. The failure of organization to
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use their resources for the society’s benefit in ethical ways lead to
restrictions.
Organizational Objectives: To recognize the role of HRM in

bringing about organizational effectiveness. HRM objectives are not
an end in itself. It is only a means to assist the organizational with its
primary.
Functional objectives: To maintain the department’s contribution at

a level appropriate to the organization’s needs. Resources are
wasted when HRM is either more or less sophisticated to suit the
organization‘s demands.
Personal objectives: To assist employees in achieving their

personal goals, at least insofar as these goals enhance the
individual’s contribution to the organization. Personal objectives of
employees must be met if workers are to be maintained, retained
and motivated.
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Functions:
Function of HRM
Managerial Operative
function function
Planning Employment
HR
Organizing
Development
Directing Compensation
Human
Controlling
Relations
Industrial
Relations
Recent Trends in
HRM
INTRODUCTION TO MOTIVATION
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Motivation
The word motivation is coined from the Latin word “movere”, which
means to move. Motivation is defined as an internal drive that
activates behavior and gives it direction.
The term motivation theory is concerned with processes that describe

why and how human behavior is activated and directed. it is regarded
as one of the most important areas of organizational behavior.
DEFINITION:
Motivation is defined as the processes that account for an

individual’s intensity, direction, & persistence of effort towards
attaining a goal.
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.
General motivation is considered with efforts towards any goal, but

we narrow our focus on organizational goals.
Management’s basic job is the effective utilization of human

resources for achievements of organizational objectives. The
personnel management is concerned with organizing human
resources in such a way to get maximum output to the enterprise and
to develop the talent of people at work to the fullest satisfaction.
Motivation implies that one person, in organization context a
manager, includes another, say an employee, to engage in action by
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ensuring that a channel to satisfy those needs and aspirations

becomes available to the person. In addition to this, the strong needs
in a direction that is satisfying to the latent needs in employees and
harness them in a manner that would be functional for the
organization.
Employee motivation is one of the major issues faced by every

organization. It is the major task of every manager to motivate his
subordinates or to create the ‘will to work’ among the subordinates. It
should also be remembered that a worker may be immensely capable
of doing some work; nothing can be achieved if he is not willing to
work. A manager has to make appropriate use of motivation to
enthuse the employees to follow them. Hence this studies also
focusing on the employee motivation among the employees of
Precimeasure controls pvt Ltd; Bangalore
Objective of motivation
• Develop an open-ended bio-energy based experiment

For bioethanol production:
• To expose Chemical Engineering and other

Undergraduate students to one of the baboonery
Sources
• To bring to their attention the issues regarding the
Future of energy
• To give students experience with a flexible bench
Scale experiment that can be used to study the
Processes of liquefaction, saccharafication and
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Fermentation for bioethanol production

• To introduce students to various analytical and
Measurement techniques
Significance of Motivation
Motivation involves getting the members of the group to pull weight

effectively, to give their loyalty to the group, to carry out properly the
purpose of the organization. The following results may be expected if the
employees are properly motivated.
1. The workforce will be better satisfied if the management provides

them with opportunities to fulfill their physiological and psychological
needs. The workers will cooperate voluntarily with the management and
will contribute their maximum towards the goals of the enterprise.
2. Workers will tend to be as efficient as possible by improving upon

their skills and knowledge so that they are able to contribute to the
progress of the organization. This will also result in increased
productivity.
3. The rates of labor’s turnover and absenteeism among the workers will
be low.
4. There will be good human relations in the organization as friction

among the workers themselves and between the workers and the
management will decrease.
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5. The number of complaints and grievances will come down. Accident

will also be low.
6. There will be increase in the quantity and quality of products.
Wastage and scrap will be less. Better quality of products will also
Increase the public image of the business
Motivation Process.
1. Identification of need
2. Tension
3. Course of action
4. Result –Positive/Negative
5. Feed back
The data needed for the study has been collected from the
employees through questionnaires and through direct interviews.
Analysis and interpretation has been done by using the statistical
tools and data’s are presented through tables and charts.
Motivation is the processes that account for an individual’s intensity,

direction, and persistence of effort toward attaining a goal.
• Motivation is the willingness of a person to exert high levels of

effort to satisfy some individual need or want.
• Motivation is usually strong, when one has a vision, a clear
mental image of a certain situation or achievement.
• Motivation can be applied to every action and goal.
• Motivation strengthens the ambition, increases initiative and
gives direction, courage, energy and the persistence to follow
one's goals.
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People are inherently lazy
• To gain most out of the employees

• To make employees do their best
• To drive employees interest towards work
• To arise a feeling of competition
• To accomplish goals
• To lift one up in an hour of stress
Motivation is a Challenge
Motivated and enthusiastic employees drive success
The challenge is to keep employee motivation consistent with

organizational goals
There are 2 types of Motivation:
1. Intrinsic Motivation
Intrinsic motivation refers to motivation that comes from inside an

individual rather than from any external or outside rewards, such as
money or grades.
The motivation comes from the pleasure one gets from the task itself
or from the sense of satisfaction in completing or even working on a
task.
An intrinsically motivated person will work on a math equation, for

example, because it is enjoyable. Or an intrinsically motivated person
will work on a solution to a problem because the challenge of finding
a solution is provides a sense of pleasure. In neither case does the
person work on the task because there is some reward involved,
such as a prize, a payment, or in the case of students, a grade.
2. Extrinsic Motivation
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Extrinsic motivation refers to motivation that comes from outside

an individual. The motivating factors are external, or outside,
rewards such as money or grades. These rewards provide
satisfaction and pleasure that the task itself may not provide.
An extrinsically motivated person will work on a task even when

they have little interest in it because of the anticipated satisfaction
they will get from some reward. The rewards can be something as
minor as a smiley face to something major like fame or fortune.
For example, an extrinsically motivated person who dislikes math
may work hard on a math equation because wants the reward for
completing it. In the case of a student, the reward would be a good
grade on an assignment or in the class.
Factors Affecting Motivation of Staff
Motivation of staff is affected by three critical factors.....
 Variable Salary scheme is payoff according the results

compared to preset objectives. Since the result is directly
influencing the employee he/she is more interested in target
achievement. Of course, the targets should be stretching, but at
same time achievable. If the target is overstretched, it will
cause counter effect.
 Promotion possibility is a very strong employee motivation. A

person who have possibility to advance on a higher position
through his career, will be charged and motivated by the fact
that there is possibility to step on higher position. Very good
way of motivating employee is direct communication that
promotion exists and it might materialize in the future
 Lateral Movement is an alternative to promotion. Lateral

movement is shift of the employee to the position of the same
grade, but within different function. Lateral movement is
suitable for employees who are long time within a certain
position, without possibility for further advance. Movement to
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the similar level position within other function can be

refreshment and workplace motivation in the employee's career
 Development is the continuous process of increasing the skills

and capabilities of an employee. Development is the employees
motivation, since the fact that the company is investing in
his/her development shows trust and expectation from the
individual for successful achievement of results on current, as
well as future positions.
 Stress/Relax Balance needs to be done skillfully. Without

pressure motivation and working atmosphere can slowly but
definitely deteriorate. On the other side, too much pressure can
create fear and exodus of personnel. Balance is the key word.
 Advanced Level of Workplace Motivation is more dynamic

motivator. It is constantly motivating employees for the next
step, over and over again. Therefore, its impact is more
effective.
1. Individual Needs
These are the basic necessities of an individual. As said by alferd

marshel humen wants are unlimited. Desire of an individual is
boosted according to the the status,income,economic position etc..
2. Job Design
It is defined as “changing the content and / or process of a specific

job to increase works subjective satisfaction and performance on a
given job”
Meaning
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Any set of activities that involve the alteration of specific jobs or

interdependent systems of jobs with the intent of improving the
quality of employees job experience and their on the job
productivity
3. Work Environments
Work environment means the milieus around a person. It is your social

and professional environment in which you are supposed to interact with
a number of people. All of them are to be there with you. They are
working there. They are supposed to co-ordinate with you in one way or
he other. They may be working under you or you may be working under
them. It depends upon your position at status at a work place.
MOTIVATION
EARLY THEORIES OF The 1950s were a fruitful period in the
development of motivation concepts. Three specific theories were
formulated during this period, which although heavily attacked and
now questionable in terms of validity, are probably still the best-
known explanations for employee motivation. These are the hierarchy
of needs theory, Theories X and Y, and the two-factor theory.
These theories represent a foundation from which contemporary

theories have grown, and practicing managers still regularly use
these theories and their terminology in explaining employee
motivation.
Hierarchy of Needs Theory
It’s probably safe to say that the most well-known theory of motivation
is Abraham Maslow’s hierarchy of needs. He hypothesized that
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within every human being there exists a hierarchy of five needs.

These needs are:
Physiological: - Includes hunger, thirst, shelter, sex, and other bodily

needs
Safety: - Includes security and protection from physical and emotional

harm
Social: - Includes affection, belongingness, acceptance and

friendship
Esteem: - Includes internal esteem factors such as self-respect,

autonomy and achievement; and external esteem factors such as
status, recognition, and attention
Self-actualization: - The drive to become what one is capable of

becoming; includes growth, achieving one’s potential, and self-
fulfillment
As each of these needs becomes substantially satisfied, the next

need becomes dominant. In terms of the figure, the individual moves
up the steps of the hierarchy. From the standpoint of motivation, the
theory would say that although no need is fully gratified, a
substantially satisfied need no longer motivates.
So if you want to motivate someone, according to Maslow, you

need to understand what level of the hierarchy that person is
currently on and focus on satisfying the needs at or above that level.
Maslow separated the five needs into higher and lower orders.
Physiological and safety needs were described as lower-
order and social, esteem, and self-actualization as
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Two orders were made on the premise that higher-order needs are
satisfied internally (within the person), whereas lower-order needs are
predominantly satisfied externally (by things such as pay, union
contracts, and tenure).
Maslow’s need theory has received wide recognition, particularly

among practicing managers. This can be attributed to the theory’s
intuitive logic and ease of understanding. Unfortunately, however,
research does not generally validate the theory. Maslow provided no
empirical substantiation, and several studies that sought to validate
the theory found no support for it.
Theory X and Theory Y
Douglas McGregor proposed two distinct views of human beings: one

basically negative, labelled Theory X, and the other basically
positive, labelled Theory Y. After viewing the way the managers dealt
with employees, McGregor concluded that a manager’s view of the
nature of human beings is based on a certain grouping of
assumptions and that he/she tends to mould his/her behaviour toward
employees according to these assumptions.
Under Theory X, the four assumptions held by managers are:
1. Employees inherently dislike work and, whenever possible, will

attempt to avoid it.
2. Since employees dislike work, they must be coerced, controlled
or threatened with punishment to achieve goals.
3. Employees will avoid responsibilities and seek formal direction
whenever possible.
4. Most workers place security above all other factors associated
with work and will display little ambition.
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In contrast to these negative views about the nature of human beings,

McGregor listed the four positive assumptions that he called Theory
Y:
1. Employees can view work as being as natural as rest or play.

2. People will exercise self-direction and self-control if they are
committed to the objectives.
3. The average person can learn to accept, even seek,
responsibility.
4. The ability to make innovative decisions is widely dispersed
throughout the population and is not necessarily the sole
province of those in management positions.
What are the motivational implications if you accept McGregor’s

analysis? The answer is best expressed in the framework presented
by Maslow. Theory X assumes the lower-order needs dominate
individuals. Theory Y assumes that higher-order needs assume
dominate individuals. McGregor himself held to the belief that Theory
Y assumptions were more valid than Theory X. Therefore, he
proposed ideas such as participative decision-making, responsible
and challenging jobs, and good group relations as approaches that
would maximize an employee’s job motivation.
Two-Factor Theory
The two-factor theory (sometimes also called as motivation-hygiene

theory) was proposed by psychologist Frederick Hertzberg. In the
belief that an individual’s relation to work is basic and that one’s
attitude toward work can very well determine success or failure,
Hertzberg investigated the question, “What do people from their
jobs?” He asked people to describe, in detail, situations in which they
felt extremely good or bad about their jobs. These responses were
then tabulated and categorized.
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According to Hertzberg, the factors leading to job satisfaction are

separate and distinct from those that lead to job dissatisfaction.
Therefore, managers who seek to eliminate factors that can create
job dissatisfaction may bring about peace but not necessarily
motivation. They will be placating their workforce rather than
motivating them. As a result, conditions surrounding the job such as
quality of supervision, pay, company policies, physical working
conditions, relations with others, and job security were characterized
by Hertzberg as hygiene factors.
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.
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
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academic circles. Douglous Mac Gregor has used Maslow’s theory to

interpret specific problems in personnel administration and industrial
relations.
The crux of Maslow’s 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 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.
Self-
Actualization
Ego Needs
Social Needs
Safety Needs
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Physiological Needs - 17
The above five basic needs are regarded as striving needs which make a
person do things. The first model indicates the ranking of different needs.
The second is more helpful in indicating how the satisfaction of the higher
needs is based on the satisfaction of lower needs. It also shows how the
number of person who has experienced the fulfillment of the higher needs
gradually tapers off.
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 are generally met by safety laws,
measure of social security, protective labor laws and collective agreements.
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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
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MODERN THEORIES OF MOTIVATION
ERG theory
Clayton Alderfer has reworked Maslow’s need hierarchy to align it

more closely with the empirical research. His revised need hierarchy
is labeled ERG theory. Alderfer argues that there are three groups of
core needs-Existence, Relatedness, and growth—hence, the label
ERG theory. The existence group is concerned with providing our
basic material existence requirements. They include the items that
Maslow considered to be physiological and safety needs. The second
group of needs are those of relatedness—the desire we have for
maintaining important interpersonal relationships. These social and
status desires require interaction with others if they are to be
satisfied, and they align with Maslow’s social need and the external
component of Maslow’s esteem classification. Finally, Alderfer
isolates growth needs—an intrinsic component from Maslow’s
esteem category and the characteristics included under self-
actualization.
In contrast to hierarchy of needs theory, the ERG theory

demonstrates that (1) more than one need may be operative at same
time, and (2) if the gratification of a higher-level need is stifled, the
desire to satisfy a lower-level need increases.
ERG theory also contains a frustration-regression dimension. ERG

theory counters by noting that when a higher-order need level is
frustrated, the individual’s desire to increase a lower-level need takes
place.
McClelland’s Theory of needs
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McClelland’s theory of needs was developed by David McClelland

and his associates. The theory focuses on three needs:
achievements, power, and affiliation. They are defined as follows:
Need for achievement:
The drive to excel, to achieve in relation to a set of standards, to

strive to succeed.
Need for power:
The need to make others behave in a way that they would not have
behaved otherwise.
Need for affiliation:
The desire for friendly and close interpersonal relationships.
Some people drive to succeed. They are striving for personal

achievements rather than rewards of success as per work done. They
have a desire to do something better or more efficiently than it has
been done before. This drive is the achievement need. From
research into the achievement need, McClelland found that high
achievers differentiate themselves from others by their desire to do
things better.
Goal-Setting theory
Gene Broadwater coach of the Hamilton high school cross-country

team gave his squad these last words before they approached the
line for the league championship race: “each one of you is physically
ready. Now, get out there and do your best. No one can ever ask
more of you than that.”
The research on goal setting theory addresses these issues, and

the findings, as you will see, are impressive in terms of the effect that
goal specificity, challenge, and feedback have no performance.
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In late 1960s, Edwin Locke proposed that intentions to work toward

a goal are a major source of work motivation. That is, goal tells an
employee what needs to be done and how much effort need to be
expended. The evidence strongly supports the value of goals. More
to the point, we can say that specific goals increase performance;
that difficult goals, when accepted, result in higher performance than
do easy goals; and that feedback leads to higher performance than
does no feedback.
Goal-setting theory presupposes that an individual is committed to

the goal; that is, is determined not to lower or abandon the goal. This
is most likely to occur when goals are made public, when the
individual has an internal locus of control, and when the goals are
self-set rather than assigned.
Equity Theory
It means individuals compare their job inputs and outcome with

those of others and then respond to eliminate any inequities.
This theory is based on the example of Ms Jane Pearson who

graduated from the state university with a degree in accounting and
working with 'G5' a public accounting firm with a monthly salary of
$4,550.
However Jane’s motivational level has dropped dramatically due

to the hiring of the fresh college graduate out of the state university
who lacks the one year experience which Jane has gained and was
paid $4,800 which was more than Jane’s salary.
In this case Jane’s situation illustrates the role that equity plays in
motivation. Employees make comparisons of their job inputs and
outcomes relative to those of others.
In other words if we perceive our ratio to be equal to that of the

relevant others with whom we compare ourselves, a state of equity is
said to be exist. When we see the ratio as unequal we experience
equity tension and when over rewarded, the tension creates guilt.
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The referent that an employee selects adds to the complexity of

equity theory. There are 4 referent comparisons that an employee
can use:
1. Self-inside.
2. Self-outside.
3. Other-inside.
4. Other-outside.
Which referent an employee chooses will be influenced by the

information the employee holds about referents as well as by the
attractiveness of the referent.
Employees with short tenure in their current organization tend to have

little information about others and on the long tenure rely more
heavily on co-workers for comparison.
Equity theory is also related with the pay of the employees. Thus on
these grounds, the theory establishes the following 4 propositions
related to inequitable pay:
1. Given payment on time, over rewarded employees will produce

more than will equitably paid employees.
2. Given payment by quantity of production, over rewarded

employees will produce fewer, but higher-quality, units than equitably
paid employees.
3. Given payment on time, under rewarded employees will produce

poorer quality of output.
4. Given payment by quality of production, under rewarded

employees will produce a large no of low-quality units in comparison
with equitably paid employees.
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These propositions have generally been supported with few minor

qualifications.
Conclusion of equity theory:-
The equity theory demonstrates that, for most employees, motivation

is influenced significantly by relative rewards as well by absolute
rewards. But some key issues related to this theory are still unclear.
Expectancy Theory:-
Currently, one of the most widely accepted explanations of

motivation is victor vroom's Expectancy Theory. Although it has its
critics, most evidence is supportive of the theory.
Meaning:-
"The strength of a tendency to act in a certain way depends on

the strength of an expectation that the act will be followed by a given
outcome and on the attractiveness of that outcome to the individual".
In more practical terms, expectancy theory says that an employee will
be motivated to accept a high level of pressure when he or she
believes that effort will lead to a good performance appraisal; which
will lead to good org rewards such as bonus, a salary increase, or a
promotion; and that the rewards will satisfy the employee's personal
goals. The theory therefore focuses on three relationships:-
1. Effort performance relationship.
2. Performance-reward relationship.
3. Rewards-personal goals relationship.
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Thus expectancy theory helps to explain why lot of workers aren't

motivated on their job and do only the minimum necessary to get by.
In summary, the key to expectancy theory is the understanding of

an individual's goals and the linkage b/w effort and performance,
between performance and rewards and, finally, between the rewards
and individual goal satisfaction. As a contingency model, expectancy
theory recognizes that there is no universal principle for explaining
everyone's motivation. In addition, just because we understand what
needs a person seeks to satisfy does not ensure that the individual
perceives high performance as necessarily leading to the satisfaction
to these needs.
4. Because of complications like methodological, criterion, and

measurement problems, this theory is viewed with caution.
Methods used to motivate employees in the organization:
A question was also aimed at finding out whether the ministry had
many methods of motivating employees, according to the data it is
clear that the organization does not use many methods to motivate
workers, from the data only 27% agree that the organization has put
in place many methods to motivate workers, 50% disagree that the
organization has not put in place appropriate methods to motivate
workers, for this reason there fore it is clear that the organization ahs
to adopt other employee motivation strategies such as monetary
rewards method of motivation.
Worker recognition:
From the study also there was evident that workers are not
appropriately recognized for their contribution in the organization, this
is evident from the data collected regarding the organizations
recognition for their contribution, also regarding the evaluation of their
performance the workers do not really agree that they are properly
evaluated fairly in the organization, worker recognition data was as
follows:
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This data shows that the employees are not properly recognized in
the organization, also the ministry does not fairly recognizer the
contributions made by its employees, and for this reason therefore
this is a draw back into the achievement of motivation in the
organization. Therefore the organization has a weakness in that it
does not provide proper recognition of reward system to its
employees, also that there only a few motivational activities in the
organization. In conclusion therefore regarding recognition the
organization should initiate programs that help in the fair recognition
of contributions of the workers.
Skills and motivation:
The provision of training to workers is also a way of promoting

empowerment and motivation, a large number of respondents agree
that their skills match their skills and that they clearly understand their
responsibilities in the organization, the organization also offers
training programs to its employees, however a large number of
respondents agree that their job needs more skills and therefore
there is need to increase the training program in the organization to
motivate the workers and enable them to properly fit in their role
played in the organization.
Promotions:
Promotions in the organizations are not fair, this is according to the

data collected regarding promotion, majority of the respondents
disagreed that the promotion system in the organization is
satisfactory. For this reason therefore it is clear that this will
discourage workers to be motivated and satisfied with their job. The
data below summaries the responses:
From the above chart 46% disagree that promotion is satisfactory

while only 38 state that promotion is satisfactory, for this reason
therefore there is need to change the promotion system in the
organization to motivate more workers as a way of achieving
productivity.
Incentives
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An incentive is something which stimulates a person towards some

goal. It activates human needs and creates the desire to work. Thus,
an incentive is a means of motivation. In organizations, increase in
incentive leads to better performance and vice versa.
2.7.1 Need for Incentives

Man is a wanting animal. He continues to want something or other.
He is never fully satisfied. If one need is satisfied, the other need
arises. In order to motivate the employees, the management should
try to satisfy their needs. For this purpose, both financial and non
financial incentives may be used by the management to motivate the
workers. Financial incentives or motivators are those which are
associated with money. They include wages and salaries, fringe
benefits, bonus, retirement benefits etc. Non financial motivators are
those which are not associated with monetary rewards. They include
intangible incentives like ego-satisfaction, self-actualization and
responsibility.
INCENTIVES
Financial Incentives Non-

financial incentives
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- Wages and Salaries. -

Competition
- Bonus - Group
recognition
- Medical reimbursement - Job
security
- Insurance - Praise
- Housing facility -
Knowledge of result
- Retirement benefits. -
Workers participation.
-
Suggestion system.
- Opportunities for
growth
2.8 Motivation is the key to performance improvement
There is an old saying you can take a horse to the water but you
cannot force it to drink; it will drink only if it's thirsty - so with people.
They will do what they want to do or otherwise motivated to do.
Whether it is to excel on the workshop floor or in the 'ivory tower' they
must be motivated or driven to it, either by themselves or through
external stimulus.
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Are they born with the self-motivation or drive? Yes and no. If no,
they can be motivated, for motivation is a skill which can and must be
learnt. This is essential for any business to survive and succeed.
Performance is considered to be a function of ability and motivation,

thus:
• Job performance =f(ability)(motivation)
Ability in turn depends on education, experience and training and its

improvement is a slow and long process. On the other hand
motivation can be improved quickly. There are many options and an
uninitiated manager may not even know where to start. As a
guideline, there are broadly seven strategies for motivation.
There are broadly seven strategies for motivation.
• Positive reinforcement / high expectations

• Effective discipline and punishment
• Treating people fairly
• Satisfying employees needs
• Setting work related goals
• Restructuring jobs
• Base rewards on job performance
Essentially, there is a gap between an individual’s actual state and

some desired state and the manager tries to reduce this gap.
Motivation is, in effect, a means to reduce and manipulate this gap.
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Managers' abilities:
From the study it was also evident that the majority of workers were
confident and satisfied with the managers skills, over half of the
respondents agreed that they were satisfied with the skills of their
managers. Managers are promoted from existing workers and
therefore this can support the promotion system of the workers, for
this reason the organization has not faired badly regarding promotion,
the reason why the workers disagree on the effectiveness of the
promotion system may be because they would all want to be
promoted and therefore will disagree that other workers are more
skilled than they are, for this reason therefore the choosing of
managers in the organization is more skilled and that they perform
their duties effectively.
From the above discussion therefore it is evident that the ministry has
its own strength and weaknesses regarding employee motivation,
one of most observed strength regarding this subject is the promotion
of employee confidence and job security, the majority of the workers
are proud to work with the company and also that the majority of the
respondents have a felling that they have secured a long term job
and therefore there is job security.
The provision of training programs in the organization is also a major

strength in the organization, this has helped improve the skills of
workers although more workers still agree that their jobs need more
skill, it is also evident that the workers skill fit their job description and
that they are well aware of their roles in the organisation, this is a
strength that has helped achieve motivation.
All the strengths associated with the ministry have aided in the
promotion of the motivation of workers, however weaknesses such as
the existence of few methods of promoting workers motivation have
failed the organisation, majority of individuals agree that the
promotion in the organisation is not fair and the system is not as
appropriate as required.
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From the interview with the manger which was a face to face
interview the manager agreed that motivation is one way in which any
organisation can improve the productivity of its workers, motivation
and job satisfaction is a key to the success of any organisation, the
manager also agreed that the organisation has motivational
strategies put in place but this has been hindered by the ministries
policies, as an organisation there are rules and regulations that must
be followed in the workplace, for this reason the promotion and
rewards system is determined by top executives in the ministry and
therefore managers have little to do in order to motivate workers,
however managers use verbal recommendations for workers who
perform their duties effectively.
Employee rewards and motivation follows the instructions given from

the ministry, this however has enabled the employees to be
motivated and this has also been achieved through proper
communication in the ministry, there is proper communication in the
organisation and the employees are well aware of what is happening
in the organisation, there also exist mutual relationships in the
organisation and also training programs that aid in achieving
motivation in the organisation
The interview with the manger also revealed that the ministry has
many workers and therefore the rewards system may not be viewed
as fair and appropriate by al its workers, for this reason therefore
there is a need to reach all the workers in order to motivate them, this
is because some workers are dissatisfied by the reward and
promotional system in the ministry.
Conclusion;
The paper reviews the theories of employee motivation which include

theories by Sigmund Freud, Douglas McGregor and Abraham
Maslow. Sigmund theory of employee motivation was based on the
assumption that workers must be coerced to work, the theory by
Douglas McGregor states that the workers are ready to learn and
therefore there must be organizational learning that will motivate
workers and finally Abraham Maslow introduced the hierarchy of
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need that every organisation should be aware of and which may be

important in the determination of the level of motivation in any
organisation.
From the above case study of employee motivation in the ministry of

education it is clear that worker motivation is achieved through
rewards systems, monetary rewards, recognition of workers, offering
training programs to improve skills, improvement of confidence, job
security enhancement and finally through proper communication.
In this study it is also clear that there is a difference between

motivation strategies in the public sector and the private sector, this is
because in the public sector the orders and instructions will determine
the direction which these strategies follow. In the private sector
however the motivation strategies may be more effective than in the
public sector because the reward system in more flexible and does
not follow instruction, the rewards in the private sector recognise all
employees through performance and role played.
It is evident there exist some weakness in the motivation structure of

the ministry, this is because the promotion strategy of the
organisation is not satisfactory to all its employees, also there is a
weakness where less individuals agree that there are many methods
to promote the workers, for this reason therefore the ministry should
adjust their motivation strategy and aim at rewarding all the workers
who perform their duties effectively and also to put in place more
motivation method in the ministry. The promotion system should also
be changed into a more fair and appropriate system in order to
motivate the workers.
However despite the various weaknesses that the ministry posses

there is also evidence of strengths in the organisation and this is
through their ability to provide a training program in the ministry, there
is also proper communication channels between the workers and the
managers and this motivates the workers. However the ministry does
not reward its workers through monetary rewards and this is one of
the draw backs in motivation, another problem is that the strategies
and instruction are provided by the ministry and therefore they are not
flexible leading to under recognition of role played by the workers.
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Finally it is clear that there are many advantage associated with

motivation of workers, one advantage is that worker loyalty is
increased and also that there is increased productivity of the workers,
therefore the motivation of workers in any organisation will increase
competitive advantage over its rivals and lead to success of the
organisation. However there is a need to undertake further research
on other ministries and also other organisation that will help us
determine the importance of employee motivation.
Reinforcement theory
Reinforcement theory is the process of shaping behavior by controlling the

consequence of the behavior. In this theory a combination of rewards and /or
punishments is used to reinforce desired behavior or extinguish unwanted
behavior.
Reinforcement theory is one of the oldest theories of sometimes referred to

as operant conditioning.
The theory has 3 key variables

1. Stimulus
2. Response
3. Reward
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EMPLOYEES MOTIVATION PRECIMEASURE CONTROLS PVT LTD

Human resource is of paramount importance for the success of any

Human resource is the total knowledge, skills, talents and

“Human resource management is the planning, organizing, directing

end that individual, organizational and societal objective are

NEED FOR HRM

HUMAN RESOURCE MANAGEMENT OBJECTIVES AND

Societal objectives: To be ethically and socially responsible to the

Organizational Objectives: To recognize the role of HRM in

Functional objectives: To maintain the department’s contribution at

Personal objectives: To assist employees in achieving their

The term motivation theory is concerned with processes that describe

Motivation is defined as the processes that account for an

According to Edwin B Flippo, “Motivation is the process of attempting

General motivation is considered with efforts towards any goal, but

Management’s basic job is the effective utilization of human

ensuring that a channel to satisfy those needs and aspirations

Employee motivation is one of the major issues faced by every

• Develop an open-ended bio-energy based experiment

• To expose Chemical Engineering and other

Fermentation for bioethanol production

Motivation involves getting the members of the group to pull weight

1. The workforce will be better satisfied if the management provides

2. Workers will tend to be as efficient as possible by improving upon

4. There will be good human relations in the organization as friction

5. The number of complaints and grievances will come down. Accident

Motivation is the processes that account for an individual’s intensity,

• Motivation is the willingness of a person to exert high levels of

People are inherently lazy

• To gain most out of the employees

Motivated and enthusiastic employees drive success

The challenge is to keep employee motivation consistent with

There are 2 types of Motivation:

Intrinsic motivation refers to motivation that comes from inside an

An intrinsically motivated person will work on a math equation, for

Extrinsic motivation refers to motivation that comes from outside

An extrinsically motivated person will work on a task even when

Factors Affecting Motivation of Staff

Motivation of staff is affected by three critical factors.....

 Variable Salary scheme is payoff according the results

 Promotion possibility is a very strong employee motivation. A

 Lateral Movement is an alternative to promotion. Lateral

the similar level position within other function can be

 Development is the continuous process of increasing the skills

 Stress/Relax Balance needs to be done skillfully. Without

 Advanced Level of Workplace Motivation is more dynamic

These are the basic necessities of an individual. As said by alferd

It is defined as “changing the content and / or process of a specific

Any set of activities that involve the alteration of specific jobs or

Work environment means the milieus around a person. It is your social

These theories represent a foundation from which contemporary

Hierarchy of Needs Theory

within every human being there exists a hierarchy of five needs.

Physiological: - Includes hunger, thirst, shelter, sex, and other bodily

Safety: - Includes security and protection from physical and emotional

Social: - Includes affection, belongingness, acceptance and

Esteem: - Includes internal esteem factors such as self-respect,

Self-actualization: - The drive to become what one is capable of

As each of these needs becomes substantially satisfied, the next

So if you want to motivate someone, according to Maslow, you

Maslow’s need theory has received wide recognition, particularly

Theory X and Theory Y

Douglas McGregor proposed two distinct views of human beings: one