Project Report

A training report submitted in partial fulfilment of the requirements for the award of the Degree of Master of Business Administration (Industry Integrated), New Delhi Institute of Management Studies. Gauhati University on Employee motivation in Sahara India Pariwar

Under the organisation supervision of: Miss. Kakoli Kishore Sahara India Pariwar.

Prepared and Submitted: Shruti Nigam G.U. Registration No. 1001- 090 of 2010-2012

Students Declaration
I hereby declare that the Training Report conducted at Sahara India Pariwar, Under the supervision of Miss. Kakoli Kishore Submitted in Partial fulfilment of the requirements of the degree of Master of Business Administration (Industry Integrated) To New Delhi Institute of Management Studies Gauhati University Is my original work and the same has not been submitted for the award of any other Degree/ diploma/ fellowship or other similar titles or prizes

Place: Date:

Shruti Nigam Reg. No.1001-090

Index
Contents Page no.

Acknowledgement Preface Company Profile Project Topic: Employee Motivation

2 3 4 - 30 31 57

Acknowledgement
Summer training is the important part of MBA course, both as a link between theory and actual industrial practices as well as an opportunity for hands on experience in a corporate environment. I therefore, consider myself fortunate to receive the training in an esteemed organisation Sahara India Pariwar. I would like thank Sahara India Pariwar for giving me this opportunity to understand the dynamics of the industry. Yet the opportunity could not have been utilized without the guidance and support of many individuals who although held varied positions, but were equally instrumental for successful completion of my summer training. I would like to take this opportunity to express my humble gratitude to Ms. Kakoli Kishore for her kind support and guidance. It would be unfair on my part if i fail to extend my heartfelt gratitude to training and development section of corporate HR. In addition to this i would also like to express gratitude to the respected faculty member for their invaluable inputs and direction that rendered success of the training. I would also like to express my heartfelt thanks to my family and all the persons who gave me valuable guidance and support in every stage throughout the phase of my entire project work.

Preface
Employees are companys most important assets. They can make or break the fortunes of a business. In todays highly competitive business environment, employees should be given ample opportunities for their self development. The ever changing business environment has engendered a continuous evolution in the working environment within organisations which have seen the emergence of and increasing emphasis on the employee welfare aspect. In todays corporate work culture, the employee welfare activities are being accorded with the status of a separate function which is usually carried out by the HR/ Administration Department. This report is based on the understanding of the existing policies and the introduction of the new policies which are for the welfare of the employees of Sahara India Pariwar.

Introduction
Sahara India Pariwar is a major entity on the corporate scene having diversified business interests that include Finance, Infrastructure and Housing, Media and Entertainment, Consumer Products, Manufacturing, Services and Trading. WE CHASE QUALITY, QUANTITY CHASES US

Before

Present

Established in 1978 from Gorakhpur.

Headquarters at Lucknow.

With 3 workers.

With 9.10 lac workers.

With 15 dependents only.

With the 45.50 lac dependents.

With a asset of only 2000 only.

With a asset of 50,000crore.

With 1 establishment.

With1707 establishments.

With no trade union.

With no trade union.

With no owner.

With no owner.

Important Points:
 The employees at Sahara India Pariwar greet each other by saying Pranaam  Sahara India Pariwar has been official sponsors of the Indian Cricket Team and Indian Hockey team.  Sahara holds a Guinness world record for planting 125,256, trees by 1400 volunteers.  Conducts mass marriage ceremony of 101 underprivileged girls every year. Sahara

SAHARASHRI

Sahara India Pariwar Philosophy

Collective Materialism

In any human relationship, it becomes imperative to take into consideration the materialism aspect of life we do so but by giving it second priority. The first priority is given to emotional aspect and with perfect blending. Of materialism with

emotionali m results in continuous, collecti e growt for collecti e sharing and caring. That gi es an impetus to our philosophy collecti e materialism

On the basis of this philosophy of Collecti e Materialism they have always given importance to fact of profit earning is in the quantitative aspect where as the proper utilisation of profit is the quantitative aspect.

Profit Sharing

Awards and achievements of Subrata Roy

 The ITA TV ICON Award (2007)  Mother Teresa Millennium award for renowned Industrialist (2005)  Global Leadership award (2004)  Businessmen of the year award (2002)  Best Industrialist (2002)  National citi en award (2001)  Karmveer Samman (1995)  Baba-e-rozgar (1992)  Noble citizen award (1986)

Saharasri has also written two books Shanti, Sukh, Santushti and Maan samman Atmasamman on the philosophy of life.

Basic

Principles

SAHARA INDIA PARIWAR believes and works according to the following principles:

Emotion

before

Economics

Principles before

Profit

Values

before

Wealth

Man

before

Money

Country

before

Religion

Quality

before

Quantity

Conscience before

Corporation

Family

before

Fortune

OVERVIEW
Sahara India Pariwar is a major entity on the corporate scene having diversified business interests that include Finance, Infrastructure & Housing, Media & Entertainment, Consumer Products, Manufacturing, and Services & Trading. Quality is our essence and we, at Sahara India Pariwar , have always stressed on the Qualitative aspect. Consequently in this run for quality, quantity has always pursued us. We look forward to reaching the zenith and reaffirm our commitment to the process of sound nation-building. We chase Quality & Quantity chase us ,is the main motto of Sahara India Pariwar.

Core Commitments - Our Strength

Emotion Emotion is in Performance of genuine duties towards the loved ones primarily in their benefit, from their point of view. EMOTION is THE KEY that generates the required energy and enthusiasm for desired quality performance. Discipline The enthusiastic obedience of laws and orders, which are given by the rightful authority.

Duty The enthusiastic obedience of laws and orders, which are given by CONSCIENCE. No Discrimination Never should we discriminate in any of our actions, reactions, attitudes, decisions, conclusions, in any of our expressions while caring for the six healths of other human
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beings, namely physical, material, mental, emotional, social and professional healths. Quality Results from honoring Rules, Regulations, Commitments, Values, Fairness, Performance of Duties by honestly balancing one's own and others' reasonable point of view in the matters of Material & Emotional aspects. Give Respect To definitely make others feel important and respected by giving sincere regard to others' feelings, reasonable wishes & thoughts with an open and receptive mind and warmth. Self-Respect

To develop a sense of respect for oneself in others' mind, that is to generated warm feelings for oneself among others on a continuous basis.

Truth Means total transparency in action, reaction, attitude and all other expressions and the conviction to follow the right course.

Collective Materialism Means to progress and prosper together for collective sharing and caring and not individually or for a select group. Religion There is a religion higher than religion itself - it is NATIONALITY. We may practice our religion in the confines of our homes, but outside, we should be Indians and only Indians. Nationality is thus above religion but HUMANKIND is above Nationality.

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Absolute Honesty People generally manipulate and deceive for achieving their unreasonable desires and greed if others do not or can not see, hear or understand. But we firmly believe that our mind inside knows the truth and we should be absolutely honest to our mind inside and accordingly our actions, reactions, directions, decisions and all our expressions should be present in all human dealings.

Collective Social Responsibility Sahara India Pariwar is committed to make determined efforts to help India emerge as a developed nation. It has always acted as a catalyst in the developmental projects.

Bharat Parva -

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It is a religion higher than religion itself- it is the Indian Nationality. It is celebrated on every 26th January and 15th August with a spirit of gaiety.

Utsav yatra
Sahara Utsav yatra (year 2002) was the journey with Bharat Mata to catalyse the feelings of nationalism within every Indian. The yatra encompassed more than 24,000km , covering over 400 destinations across India in two phases.

Our Social Concern

Sahara welfare foundation, the social development unit of Sahara India Pariwar, is engaged in social welfare projects, alleviating peoples sufferings and bringing to them new rays of hope and a brighter tomorrow. The projects of Sahara Welfare Foundation focus on women and disabled who are economically marginalised and deprived people and communities irrespective of age , caste, class, gender or race are able to participate activity in the process of their development so that they may lead a life of dignity and respect.

Sports and cultural Activities

Sporting activities are among the most spirited healthy and energetic facets of our society. Sahara India Pariwar has been the official sponsor of the Indian Cricket Team from the year 2001 onwards, Asias oldest football league, Calcutta Football League, official sponsor of Indian Team since 2003 and patronized sheeshmahal cricket tournament which is one of the oldest summer cricket tournaments of India. Sahara
13

bagged the much converted Indian Premier League franchise and its team, Sahara Pune Warriors is now port of very prestigious cricket league. New Indian Premier League team named as warriors which means fighters.

WHAT A commitment of Sahara India Pariwar to the genuine needs and rights of anybody & everybody - Be it to a depositor, newspaper reader, consumer .... all business associates and Sahara India Family Members. NEED India needs effective consumer protection and protection of workers' genuine rights. There are various agencies, promising protection & action. But no external body can provide justice unless the company becomes 'QUALITY CONSCIOUS' WITH STRICTLY NO DISCRIMINATION POLICY AND JUSTICE CONSCIOUSNESS as its very dominating nature. MOTTO We not only believe but practice NO DISCRIMINATION, JUSTICE & HIGH QUALITY - means enthusiastic, productive performance of duty "KARTAVYA' towards the consumer', workers' genuine satisfaction.
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AIM To provide justice - be it a matter of the tiniest imperfection or injustice in our COMMITMENT - products or services. direct or indirect, short term or long term. WHERE Kindly rush your grievances/suggestions or any queries related to Sahara India Pariwar to the nearest Sahara establishment and/or to:

Business Activities
SAHARA
INDIA PARIWAR

Finance Infrastructure and housing

Media and entertainment

Consumer products
Manufacturing

Services and Trading

Sahara India Life Insurance Company Ltd. The first wholly Indian Owned Private Life Insurance Company with presence in most parts of the country. It has a team of well-trained and committed professional advisors with special focus on rural areas and the less affluent segments of the Indian society. The company offers an exhaustive range of competitive products that caters to

15

individuals of all ages and segments along with prompt and quality customer services and support. Sahara India Life Insurance Company Ltd. (SILICL) is today the first wholly Indianowned Life Insurance Company in the private sector. e launched our operations on

30 October 2004 after being granted license to operate as a life insurer in India by Insurance Regulatory and Development Authority on 6 February 2004.

Finance
The range of Categories:

Unit Linked Plans Pension Plan Children Plan Money Back Plan Endowment Plan Term Assurance Plan Group Insurance Plans e also offer Accident Benefit and Critical Illness Riders. SILICL has been set up with the state-of-the-art technology. Leading Actuarial consultants M/s atson yatt

Consulting Pvt. Ltd. train our officials on Actuarial VIP software system and other matters including product development and pricing.

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SAHARA ASSET MANAGEMENT COMPANY PRIVATE LIMITED

A Disciplined and Professional Fund House in Asset Management With a view to offering its investors, a mutual fund that is truly mutual, Sahara Mutual Fund has established itself as a transparent and professional Fund House.

The Fund House endeavors to provide professional expertise to its investors in managing their mutual fund investments, diversify their portfolios and reduce their investment risks by focusing on superior Risk Adjusted returns. Sahara Mutual Fund offers products in the equity and debt segments to its investors namely Sahara Tax Gain Fund, Sahara Growth Fund, Sahara Mid cap Fund, Sahara Wealth Plus Fund, Sahara Infrastructure Fund, Sahara Power & Natural Resources Fund, Sahara Banking & Financial Services Fund, Sahara Super 20 Fund, Sahara Star Value Fund, Sahara Liquid Fund, Sahara Gilt Fund, Sahara Income Fund, Sahara Short Term Bond Fund, Sahara Interval Fund and Sahara Classic Fund. All the schemes have shown consistent superior performances over various time periods.

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Infrastructure

Sahara Housing finance Corporation Limited A National Housing Bank regulated & BSE listed company. In India, housing finance market is around Rs. 1, 20,000 cores (USD 25,000 million) with a growth rate of around 20%.

Sahara Housing finance Corporation Limited was founded in August 2002 with its registered corporate office at Kolkata. SHCL commenced retail-lending business in May 2004 with professionals from the industry and fully integrated on-line systems solution backed by strong procedures and underwriting standards. Today we operate from four regions viz. Kolkata, Lucknow, Hyderabad and Mumbai and have a branch each in Kolkata, Asansol, Siliguri, Lucknow, Gorakhpur, Pune, Hyderabad, Vijaywada and Mumbai. We serve our clientele through our attractive and competitive home loan schemes. Specially tailored schemes for the allotters of Sahara City Homes are also being worked out. We are expanding our business by increasing the number of business

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Real Estate
SAHARA CITY HOMES: The world's largest chain of integrated townships ranging from approx. 80-300 acres offering amenities superbly matched to international standards being developed in number of Tier I, Tier II & Tier III cities across India. A Sahara City Homes Integrated township shall typically consist of a gated community with residential units in the form of apartment towers, townhouses and individual houses together with the following facilities and amenities : Air-conditioned Township A centrally air-conditioned School imparting a thoughtful combination of academic curriculum, personality development & extracurricular activities A Hospital providing multi-specialty high-end secondary care with state-of-the-art medicine facility centre A Mall-cum-Multiplex with an ideal combination of lavish showrooms, designer outlets and convenience stores A Hotel having state-of-the-art international class facilities with dedicated executive clubs A well-equipped Club and Community Centre having facilities for indoor/outdoor games, swimming pool and a fitness centre Multi Level Security with State-of-the-art centralized control station and Centralized electronic control room with high boundary wall & high grill fencing on top

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Central Park equipped with floodlights (hence playable day & night) - a mega venue with sprawling greenery to provide space and ambience in the heart of the township

Large multi-disciplinary sports playground A large swimming pool, skating rink, wave pool, food joints and change rooms having conveniences and shower nearby

Club and Community Centre having the facilities of indoor and outdoor games, swimming pool and a well-equipped fitness centre for aerobics, gymnasium, sauna and Jacuzzi.

Hospitality

SAHARA STAR, MUMBAI A world-class 5-Star Hotel spread over 7.42 acres and located adjacent to the Mumbai domestic airport, it is the flagship hotel project of Sahara India Pariwar. Currently, it has 210 guest rooms, 13 suites and 9 restaurants which is expandable to 412 rooms and 13 restaurants. It contains some of the best modern features like World's largest pillar less clear-to-sky dome of its kind, World's first Hemisphere-shaped Glass Elevators, Marine Aquarium, Lagoon area, Inward and Outward facing rooms, Glass Roof rooms, Spacious Parking and shall have amenities like Sahara Health and Wellness Centre, Multi-cuisine restaurants and Preview theatre.

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Health care

SAHARA HOSPITAL, LUCKNOW A state-of-the-art, multi-specialty, tertiary care hospital providing world class facilities with more than 50 super specialties and latest generation equipments under one roof. This hospital got operational in February 2009 and is currently operating with approximately 350 beds, including 120 bed Critical Care Infrastructure and expandable to 554 beds. It is spread on 31 acres and contains ultra-modern centre for preventive and alternative medicines like Ayurveda, Homoeopathy, Naturopathy and Yoga for Holistic approach

Media

Entertainment Channel SAHARA ONE : 24 hours digitally encrypted Entertainment Channel spread globally.

FILMY : 24 hours digitally encrypted Movie Channel

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Cinema Production SAHARA ONE MOTION PICTURES : Has always provided a platform for unique and quality cinema and continues its quest to entertain all kind of audience. It has released over 35 films and won 5 National Awards

Film City Developing world-class film city on around 100 acres of land with an investment of 180 cores (USD 41.74 million) approximately and with an Academy.

SAMAY: Round-the-clock free-to-air National Hindi news channel.

National Regional News Channel SAHARA SAMAY SAHARA SAMAY: Round-the-clock 36 city specific Regional news channels. New channel

Sahara One

Sahara Filmy

Sahara Firangi
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Sahara Samay

Aalmi Sahara

Sahara Samay NCR

Sahara Mumbai

Sahara Samay M.P/Chattisgarh

Sahara Samay Bihar/Jarkhand

Sahara Samay U.P/Uttaranchal

Print Media

Sahara has also forayed into the print medium.3 In print industry Sahara has one national weekly magazine in English, 7 ions of Hindi Daily Newspaper Rashtriya Sahara, nine ions of Urdu Daily Newspaper Roznama Rashtriya Sahara and one International Urdu Weekly.

Rashtriya Sahara
Lucknow Gorakhpur Kanpur
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y y y

y y y y

New Delhi Dehradun Patna Varanasi

Sahara Time

Roznama Rashtriya Sahara

Aalmi Sahara

Bazm-e-Sahara

Tourism
Under its tourism business Sahara has launched Sahara Global - an integrated travel and tourism service provider for domestic and international services

Handicrafts

Araria Jute Project: Is engaged in creating diversified jute products e.g.

Blankets, Carpets, Floor covering, Handicrafts, Jute Chappals etc.

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Kasturi Handicrafts: Retail Store Chain offering apparel for Women, Home
Furnishings, Silk Carpets and Rugs, Fashion Accessories, Jewellery of Gold & Silver, Precious Stones and Artificial Jewellery, Chandeliers, Marble, Wooden, Stone and Art Metal ware and Leather Products.

Recognitions

The Brand Trust Report listed Sahara in the top 100 most trusted brands of India. The report was published by Trust Research Advice.

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Corporate Human Resource in Sahara India.

The various functions being performed in the HR department of Sahara India Pariwar are as follows:

 Manpower Planning  Recruitment  Training and development  Payroll Management  IR and Legal  Statutory Cell  Welfare  Provident Fund  Full and Final settlement  HR Initiatives  Dak and Dispatch  Time Office

 Manpower Planning: Manpower planning cell is the major cell of corporate HR. The activities being performed in this cell serve as a root to other activities of corporate HR and also the end process activities are reported to this cell.

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 Recruitment : Recruitment is the process of finding and attracting applicants for employment, process begins with new recruiters are sought and ends when submitted. The result is a pool of applicants from which new employees are selected.

 Training and Development : The objective of training and development function is to transform the employees for becoming more productive by enhancing their knowledge, skills and attitude in order to achieve performance excellence and creating the atmosphere of continuous learning and development.

 Payroll Management : This particular section deals with all salary or payment to employee related matters. Payroll deals with 3 types of payments.

1. Salary: Salary is given to those employees who are appointed on the base of their experience. 2. Stipend: Stipend is paid to those employees who are either fresher or are in their probation period. 3. Daily Wages: Daily wages are payment on daily basis. They are made to those employees whose services requirement can be arisen anytime depending upon the situation.

 IR and Legal : IR and Legal section is that of organisations which deals in with all the disciplinary issues of the company. Another major issue in which the company deals in with is unauthorised absence.

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 Statutory Cell : In this cell the legal matters are looked into. Legal matters, issues related to the workers of the organisation, which are to be looked into, being under the governmental parameters.

 Welfare: This cell deals in the welfare of the employees working in the company. It looks into the policies regarding their benefits of the directly and indirectly towards even the lowest cadres of the organisation.

1. Education facility 2. Leave travel allowance 3. Marriage help 4. Festival advance 5. Medical help 6. Security fund scheme

 Provident Fund: Provident Fund is a record maintained by the organisation for its employees. It is now opened on the day of joining of the employee. Each month entry is made in the PF account of the employee by sacrificing a particular amount from his/her salary.

 Full and Final Settlement : To settle down all the funds (payable) to the kartavya yogis after their from the services. 1. Provident Fund
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2. Gratuity 3. Payables 4. Pension

 HR Initiatives : This is a department takes care of all the initiatives taken by and in the HR department. It looks after all the policy formulation and changes in the policies of the employees of the organisation. Besides this HR initiative conducts a couple of exams for the employees of the Sahara India are as follows: 1 MPIR (Maha Parva Interim relief): This exam is conducted quarterly in a year across India. It is conducted both online and on interview basis. It is mandatory for all the new employees up to the level of Assistant manager. It is conducted with the coordination of Sahara Next. 2 Promotional Exam: This exam is of all the IT employees. It is mandatory for them to attempt it unless they become programmers. The main purpose behind the conduction of this exam is to keep a check on the technical knowledge of the employee.  Dak and Dispatch: The objective of the function is to monitor the correspondence made by the kartavyayogis of corporate HR. It involves the database management regarding the incoming and outgoing correspondence of the department.

Function:
1. Online Attendance Management. 2. Attendance Register Maintenance. 3. Leave managnament.

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Employee Motivation
Managements basic job is the effective utilization of human resources for achievements of organizational objectives. The personal 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. Employee motivation is one of the major issues faced by every by organisation. It is the major task of every manager to motivate his subordinates or to create the will to work among the subordinates. A manager has to make appropriate use of motivation to enthuse the employees to follow them. Motivation is an important function in every organisation.

Motivation is a dynamic HR process. It is important to motivate the employees and get the desired efforts from them to achieve organisational objectives. While motivating any person the organisation has to take care about the intrinsic and extrinsic needs of the employees. One of the most important duties of the modern manager is to get things done through people. He has to bring the employees into contact with the organisation in such a way that the objectives of both groups are

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achieved. He must know how to utilise human as well as non-human resources while translating goals into action.  Human Resources are heterogeneous. They consist of many different individuals; each of whom has a unique personality, a combination of different emotional responses to different stimuli, and different values, attitudes, motives and models of thought.  Human beings behave in widely differing and complicated ways. Their reactions to promise, praise or criticism.  Modern employees are better educated, possess greater skills, have more sophisticated technology available for their use.  A human being himself determines what he contributes. If is motivated, he will work for an organisation more efficiently and effectively.

What is Motivation?

Motivation is the process of boosting the morale of employees to encourage them to willingly give their best in accomplishing assigned tasks Motivation is the set forces that cause people to behave in different ways. Motivation is a process of governing choices. This process may be internal or

external to the individual, that arouses enthusiasm, and persistence to pursue a certain course of action. Motivation process starts with a physiological or physiological deficiency or need that activities behaviour or drive that is aimed at a goal or incentive. Motivation is a behavioural syndrome. If the gap gets reduced
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employees feel motivated and contribute their best for achieving organisations objective. Motivation process follows defined steps, which as a continuum, need to be periodically reviewed and strategized to ensure its proper renewal. This helps to maintain the motivation of employees, which is evident from their behavioural congruence, matching organisational objectives. Need deficiency centres on extrinsic and intrinsic needs. Extrinsic needs are those which are related to material and tangible gains. Increased pay, incentives, bonus, better medical facilities, better retirement benefits are the extrinsic needs. Intrinsic needs are needs which are related to mental satisfaction and are abstract in nature. Increased status, challenge, sense of belonging, scope for growth and creativity.

 Motivation is an internal feeling: motivation points to energetic forces within individuals that drive them to behave in certain ways and, to environmental forces trigger these drives.  Motivation produces goal- directed behaviour: motivation has got a profound influence on human behaviour, it harness human energy to organisational requirements. There is the notion of goal orientation on the part of individuals; their behaviour is directed towards something.  Motivation is either negative or positive: positive motivation offers something precious to the person in the is of additional pay, incentives, praise, for satisfactory performance. Negative motivation or stick approach emphasises penalties while controlling performance.

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 Motivation means bargaining: Behaviour is what people do. Motivatio is why they n do it. It focuses on workers and organisations endeavouring to find what payouts to workers in exchange for what degree of corporation from workers will be satisfactory to both parties. Before motivation motive comes. Motive is the inner state that activates and directs the behaviour of individuals towards certain goals.

Motivation is a complete process

1. Motive is hypothetical construct. It cannot be seen. effort. 2. Individual may have a host of needs that are continuously changing and, sometimes in conflict with each other. It becomes difficult to measure motivation. 3. People satisfy their needs in many ways. 4. Promoting an employee to a new and more challenging task ma intensify the drive to y work harder in anticipation of the next promotion. 5. Goal directed behaviour does not always lead to need satisfaction. e observe individuals putting

B ur

io

Need moti ti Goal on T nsion Reduction

Generalised model of motivation process

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Importance of motivation
The success an organisation depends on how efficiently managers are able to motivate their subordinates. 1. Productive use of resources: Modern organisations work through physical, financial and human resources. The utilisation of physical and financial resources depends on the willingness of people to work. Motivation enables people to convert physical and financial resources into useful products. 2. Increased efficiency and output: Motivation enables people to work enthusiastically. Motivation bridges the gap between the ability to work and the willingness to perform wholeheartedly to thereby increase the overall efficiency and output. 3. Achievement of goals: Motivation causes goal-directed behaviour. It helps people to move in a desired direction and earn rewards. If people are not motivated properly motivated, no useful purpose can be served by planning, organising and staffing functions. Development of friendly relations: Motivation brings employees closer to the organisation. The needs of employees are met through attractive rewards, promotional opportunities. Their morale is increased and they take interest in the organisation.

Determinants of Motivation
There are three types of forces which generally influence human behaviour. 1. Forces operating within the individuals. 2. Forces operating within the organisation. 3. Forces operating within the environment.

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 Individual: Human needs are, both numerous and complex. Each person is different and variety of items may prove to be motivating, depending upon the needs of the individuals. It is the duty of the manager to match the needs and expectations to the type of rewards available.  Organisations: The climate of the organisation must be conductive to human performance. Climate plays an important part in determining workers motivation. The organisation climate is determined by a number of variables such as its leadership style.  Environment: Culture, norms, customs, images and attributes accorded by society to particular jobs, professions and occupations and the workers home life. An individual may prefer to do the job of an officer rather than serve as a college teacher. Such factors social status, social acceptance plays an important role in motivating of people.

Theories of Motivation
Motivation theory has evolved through three different eras: traditional approach, the human relations approach and the human resource approach. The traditional approach to employee motivation is best represented by scientific management philosophy. The approach believed that management knew more about the jobs being performed than the workers did. The human approach relations stated that employees have strong social needs. If they are involved in organisational work, they can exercise selfdirection and self- control. Social needs are more important than money in motivating employees. It states that people are capable of making genuine contribution if proper conditions exist.

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Three types of theories have evolved, to capture the essence of these approaches namely, content theories, reinforcement theories and process theories.

 Content theories: Offers insight into the needs of people in organisations and help managers understands how need can be satisfied in the workplace. This theory offers ways to profile or analyze individuals to identify the needs that motivate their behaviour.  Process theories : Focuses on why people choose certain behavioural options to satisfy their needs and how to evaluate their satisfaction after they have satisfied these goals. Seek to understand the thought processes that take minds of people and act to motivate their behaviour.  Reinforcement theories : focuses on employee learning of desired behaviours. They argue that behaviour that results in rewarding consequences is likely to be repeated, whereas behaviour that results in punishing consequences.

Content Theories
Maslow Hierarchy of Needs Theory

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Maslow Hierarchy of needs theory proposes that people are motivated by multiple needs and that these needs exist in a hierarchical order. The essential components of the theory may be stated:  Adult motives are complex: No single motive determines behaviour, a number of motives operate at the same time.  Needs form a hierarchy: Lower level needs must at least partly be satisfied before higher level needs emerge. A higher order need cannot become an active motivating force until the preceding lower order need is essentially satisfied.  A satisfied need is not a motivator: A need that is unsatisfied activates seeking behaviour.  There is a distinction between needs: Higher level needs can be satisfied in many more ways than the lower level needs.  People seek growth: They want to move up the hierarchy of needs. No person is content at the physiological level.

Types of needs
1. Physiological needs : Physiological needs are the biological needs required to preserve human life; these needs include food, clothing and shelter. These needs must be met at least partly before higher level needs emerge. They exert a tremendous influence on behaviour. They are the most powerful of motivating stimuli. These take precedence over the other needs. Physiological needs dominate when all needs are unsatisfied. Physiological needs have certain features in common:
y y

They are relatively independent of each other. They can be identified with a particular organ of the body.
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Physiological needs are essentially finite. An individual demands only a particular amount of these needs.

y y

They must be met repeatedly within relatively short time periods to remain fulfilled. Satisfaction of physiological needs is usually associated not with money itself. The value of money diminishes as one goes up the hierarchy.

2. Safety needs : Once physiological needs become relatively well gratified, the safety needs begin to manifest them and dominate human behaviour. These include:
y y y y

Protection Economic safety Desire for orderly, predictable environment. The desire to know the limits of acceptable. Maslow stressed emotional as well as physical safety. Organisations can influence these security needs either positively through pension schemes, insurance plans- or negatively by arousing fears fired or laid off.

3. Higher safety needs: The love needs: After the lower needs have been satisfied, the social or love needs become important motivators of behaviour. Social needs tend to be stronger for some people than for others and stronger in certain situations. Social needs have certain features in common:  They provide meaning to work life. Individuals are not treated as glorified machine tools in the production process. They seek affiliation because they desire to have beliefs confirmed.  Social needs are regarded as secondary because they are not essential to preserve human life. They are nebulous because they represent needs of the minds and spirit, rather than of the physical body.

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 Social needs are substantially infinite.  Social needs are primarily satisfied through symbolic behaviour of psychic and social content. 4. Esteem needs: Esteem needs are two fold in nature: self esteem and esteem of others. Self esteem needs include those for self confidence, achievement, competence, self respect, knowledge and for independence and freedom. The second group of esteem needs are those that are related to ones reputation: needs for status, recognition, appreciation and the deserved respect of ones fellows. Esteem needs have certain features in common:  They do not become motivators until lower level needs are reasonably satisfied.  These needs are in satiable: unlike lower other needs, these needs are rarely satisfied.  Satisfaction of esteem needs produces feelings of self confidence, worth, strength, capability and adequacy.  The modern organisation offers few opportunities for the satisfaction of these needs to people at lower levels in the hierarchy.

5. Self Actualisation needs: These are the needs for realizing ones own potentialities for continued self development. Self actualisation is the desire to become what one is capable of becoming. Self actualisation is a growth need. Self actualisation needs have certain features in common:  The specific form that these needs take will vary greatly from person to person  Self realisation is not necessarily a creative urge. It does not mean that one must always create poems, novels, paintings, and experiments.  The way self- actualisation is expressed can change over the life cycle.  These needs are continuously motivational.

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 These needs are psychological in nature and are substantially infinite.  The conditions modern life give only limited opportunity for these needs to obtain expression.

Evaluation
 Theoretical difficulties: The need hierarchy theory is almost a non testable theory. This theory has received consistent support some of the propositions are totally rejected, while others receive mixed and unquestionable support.  Research methodology: It is a clinically derived theory and its unit of analysis is the individual.  Needs crucial determine of behaviour: the concept of needs is introspective in nature. It is difficult to catalogue the multifarious needs of individuals. The assumption that needs is the factors.  Individual differences: Individuals differ in the relative intensity of their various needs. Different people have different needs. The theory is a set whole of factors affecting individual need structure race, position in authority structure. Managers do not have substantial amount of time for each employee in the Maslow need priority model. The need priority model is useful because of its rich, comprehensive view of needs. The theory is still relevant because needs no matter how they are classified are important for understanding behaviour.

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Alderfers ERG model

Alderfers ERG theory is a less restrictive model of the motivation process. It represents a simplification of Maslows need priority theory, noise but by reducing only by reducing the number of need categories but by removing the restriction about the activation of needs in any hierarchal order. hen an individual is continuously frustrated in his attempts to appease his growth needs and an individual may redirect his efforts toward these lower level needs. There is a difference and a similarity between the two theories:

Similarities:
The overall structure of need is the same. This theory is only a reconfigured need hierarchy model. Both models deal with movements upward in the hierarchy.

Differences:
This theory provides a specific mechanism for downward movement in the hierarchy which Maslow does not provide. According to this theory in addition to satisfaction progression, frustration regression can also occur if you fail to satisfy needs at a certain level.

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Physiological needs : Extrinsic needs required to preserve human life. They

include all what Maslow termed as physiological needs relating to material safety.

Social needs: They refer to all socially intended needs that is how people relate to
their surrounding social environment. These include the need for meaningful social and interpersonal relationships.

Esteem self actualisation needs: Growth needs they reflect the individuals desire
to be self confident, productive and creative; the desire to engage in tasks that require the full utilisation of abilities and that develop additional capabilities/ skills.

Achievement motivation theory

Some people have an intense desire to accomplish and show excellence. Achievement, power and affiliation are three important needs that help to understand human motivation in organisational settings.  Power: this is the need to dominate, influence and control people. Power speaks about the ability to manipulate or control the activities of others. People with a high need for power look for positions of leadership. They like to set goals, make decisions and direct activities.  Affiliation need: the need for affiliation is a social need, for companionship and support, for developing meaningful relationships with people. Persons who have high need for affiliation view the organisation. They are motivated by jobs that demand

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frequent interaction with co-workers. Such people are not likely to succeed well at tasks that force them to work in isolation.  Achievement need: This is the need for challenge, for personal accomplishment and success in competitive. A person with a high need for achievement has the three distinct characteristics:

Achievers prefer jobs That offer

Personal Responsibility Fee dback Moderate Risks

High achievers flourish in competitive situations. They prefer challenging assignments. They are willing to work hard and want jobs that stretch their abilities fully. They are not motivated by money. Theory has a significant implication for managers. If the needs of employees can be measured accurately, organisations can improve the selection and placement processes. People with high need foe achievement may be placed on challenging, difficult jobs. People with a high need for power may be trained foe leadership positions. If the organisation is able to achieve a fit between need intensities and job characteristics, improved performance is guaranteed.

Herzbergs two factor theory

The theory originally was derived by analysing critical incidents written by 200

engineers and accountants in nine different companies in Pittsburgh Area USA.

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Herzberg and his associates conducted extensive interviews with the professional subjects in study. The research approach was simplistic and built around the questions. This approach has been repeated many times with a variety of job holders. The result indicated that when people talked about feeling good or satisfied they mentioned features intrinsic to the job and when people talked about dissatisfaction with the job they talked about factors extrinsic to the job.

Hygiene Factors (Maintenance Factors)

Hygiene factors represent the need to avoid pain in the environment. They are not an intrinsic part of job, but they are related to the conditions under which a job is performed. They are associated with negative feelings. They are environment related factors, Hygiene. They must be viewed as preventive measures that remove sources of dissatisfaction from the environment. Hygiene factors produce no growth in worker

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output but they prevent loss in performance caused by work restriction.

Motivators: Motivators are associated with positive feelings of employees about the
job. They are related to the content of the job. They make people satisfied with the job. If managers wish to increase motivation and performance above average level, they must enrich the work. Motivators are necessary to keep job satisfaction and job performance high.

Differences in Maslows and Herzbergs Motivation theories

Issue Type of theory The satisfaction performance relationship Effect of need satisfaction Maslow Descriptive Herzberg Prescriptive

Unsatisfied needs energise Need cause performance. behaviour. A satisfied need is not a motivator. A satisfied need is not a motivator.

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Need order Effect of pay Effect of needs

Hierarchy of needs Pay is a motivator All needs are motivators

No hierarchy Pay is not a motivator Only some needs are motivators.

View of motivation

Macro view- deals with all aspects of existence.

Macro view- deals primarily with work motivation.

Worker level

Relevant for all workers.

Probably more relevant foe white collar professionals.

Herzbergs Contribution
Hertzberg s two factor theory has made a significant contribution toward improving manager s basic understanding of human behaviour. He drew attention of managers to the importance of job content factors in work motivation which had been neglected previously. The theory focuses too much attention on satisfaction or dissatisfaction rather on the performance level of the individual. Much importance is not given to such factors like status, pay, and interpersonal relationships. Motivation, satisfaction and performance are all separate variables and relate in different ways from was assumed by Herzberg.

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Theory X and Theory Y

Theory X
Theory X contends that people have inherent dislike of work and will avoid it, whenever possible. Most people, being lazy, prefer to be directed, want to avoid responsibility and are relatively unambitious. They must be coerced, controlled, directed or even threatened with punishment to get them to work towards organisational goals. External control is clearly appropriate for dealing with such unreliable, irresponsible and immature people. Managers have to be strict and authoritarian, if subordinates are to accomplish anything. Theory X assumes that lower- order needs dominate human behaviour.

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Theory Y
Theory Y presents a much more optimistic view of human nature. It assumes that people are not, by nature, lazy and unreliable. They direct themselves towards objectives if their achievements are rewarded. Most people have the capacity to accept, even to seek responsibility as well as to apply imagination, ingenuinity, and creativity to organisational problems. If the organisational goals climate is conductive, people are eager to work, and they derive a great deal of satisfaction from work, and they are capable of doing a good job. Theory Y assumes that higher- order needs dominate human behaviour.

Equity Theory

Adams equity theory is one of the popular social exchange theories and is, the most rigorously developed statement of how individuals evaluate social exchange relationships. It is probably the clearest of the process theories.

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Major components of the equity theory

Person: These are the people who perceive themselves in relation to other people. Other: These are the people that are the basis of the comparisons made. Inputs: These are the total of the individuals assets brought to the work environment. They include educational level, work experience, skills and talents. Outcomes: These are all the outcomes or rewards individuals derive from their jobs. They include pay, benefits, promotional opportunities and status.

Expectancy theory
Expectancy theory is one of the most ambitious theories developed in the area of organisational behaviour. It accommodates a number of motivational determinants in its theoretical framework. It is one of the most complete theories for detailing not only people feel and behave but also why they react also. It is sufficiently general so as to be useful in a wide variety of situations. It considers employee needs, organisational rewards, and task performance, as well as their contingency relationships in particular works situations.

Key Variables in the model

The expectancy theory is based upon a relation- economic view of people. It views people as having their own needs and expectations of what they desire from their work

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They use these to decide on which company to join and how hard to work on the job. The theory assumes that people are decision- makers who choose among alternatives by selecting the one that appears most desirable at the times. Motivation depends on the situation facing people and how it satisfies their desires. There are three factors under which expectancy theory is built:

Valence: People have preferences (valences) for various outcomes or incentives that
are potentially available to them. Valence refers to the personal value workers place on the rewards they believe they will receive performing. The valence is the value person places on the rewards that he expects to receive from the organisation. It reflects the strength of a person desire for or attraction to the outcome of a particular course of action.

Expectancy: Expectancy refers to the perceived relationship between a given level

of effort and a given level of performance. It refers to the extent to which the person believes that his efforts will lead to the first level outcome (performance).

Instrumentality: It refers to the relationship between performance and rewards. It

provides answer to such questions. A workers belief about the likelihood of being rewarded in accordance with his level of performance. It refers to the persons perception of the relationship between high performance and promotion. The
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willingness to expand effort depends on the negative or positive valence attached to an outcome. Expectancy and valence combine multiplicatively to determine motivation. The expectancy theory emphasises expected behaviours and is concerned with expectations. It makes a strong argument in favour of having rewards contingent upon successful performance. Vrooms expectancy theory appears to be the most popular motivation theory.

Goal Setting Theory

Motivation is a result of rational and intentional behaviour. The direction of the behaviour is a function of the goals individuals set, and their efforts toward achieving these goals. These goals should be moderately difficult. They should be a type that employee will accept and commit to accomplishing. Goal commitment is the dedication which individuals extend toward reaching the set objective. The theory maintains that relevant and challenging goals which take care of individuals capabilities should be developed. The process is facilitated by the involvement of workers in organisational goal setting.

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Reinforcement theory
The reinforcement theory states that behaviour that results in rewarding consequences is likely to be repeated, whereas the behaviour that results in punishing consequences is likely to be repeated. Be repeated or inhibited There are four types of reinforcement: Reinforcement is anything that causes a given behaviour to

Positive reinforcement : It is a method of strengthening behaviour with rewards or

positive outcomes after desired behaviour is performed.

Negative reinforcement : Sometimes it is termed as avoidance, learning, negative

reinforcement occurs when unpleasant or undesirable situation is removed or withdrawn.

Extinction: Extinction is an effective method of controlling undesirable behaviour.

It refers to non reinforcement. It is based on the principle that if a response is not reinforced it eventually disappear. Extinction is a behavioural strategy that does not promote desirable behaviours but can reduce undesirable behaviours.

Punishment: Punishment is a control device employed in organisations to

discourage and reduce annoying behaviours of others. Punishment reduces the response frequency; it weakens the behaviour.

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Behaviour modification
Organisation behaviour modification is the name given to the set of techniques by which reinforcement theory is used to modify human behaviour. Organisation behaviour modification is the systematic reinforcement of desirable work behaviour and the non- reinforcement or unwanted work behaviour There are four steps of behaviour modification Define the target behaviour Develop performance goals Assess performance progress Match performance with employees.

How to motivate employees

Recognise individual differences: Every employee has different needs. They also differ in term of attitude, personalities and other variables. Match people to jobs: People with high growth needs perform better on challenging jobs. Use goals: Provide specific goals. Make people understand that they can achieve the goals in a smooth way.

Morale and Productivity

Morale refers to the positive feelings of an employee toward his work, colleagues, employer and the organisation. Morale building is an important job of every manager because high morale makes the work more pleasant and helps in improving productivity, rewards. High productivity by using scientific management, time studies and close supervision.
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Conclusion
The study concludes that, the motivational program procedure in Sahara India Pariwar is found effective but not highly effective. The study on employee motivation highlighted so many factors which will help to motivate the employees. The study was conducted among 15 employees and collected information through structured questionnaire. The Study helped to findings, which were related with employee motivational, programs which are provided in the Sahara India Pariwar. The performance appraisal activities really play a major role in motivating the employees of the organization. It is a major factor that makes an employee feels good in his work and results in his satisfaction too. The organization can still concentrate on specific areas which are evolved from this study in order to make the motivational programs more effective. Only if the employees are properly motivated- they work well and only if they work well the organization is going to benefit out it. Steps should be taken to improve the motivational programs procedure in the future. The suggestions of this report may help in this direction.

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