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Employee motivation total project

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CMC-MBA PROJECT ON EMPLOYEE MOTIVATION

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Employee motivation total project

  1. 1. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 1 HUMAN RESOURCE MANAGEMENT 1.1 INTRODUCTION: Human Resource Management (HRM) is a relatively new approach to managing people in any organisation. People are considered the key resource in this approach. it is concerned with the people dimension in management of an organisation. Since an organisation is a body of people, their acquisition, development of skills, motivation for higher levels of attainments, as well as ensuring maintenance of their level of commitment are all significant activities. These activities fall in the domain of HRM. Human Resource Management is a process, which consists of four main activities, namely, acquisition, development, motivation, as well as maintenance of human resources. Scott, Clothier and Spiegel have defined: Human Resource Management as that branch of management which is responsible on a staff basis for concentrating on those aspects of operations which are primarily concerned with the relationship of management to employees and employees to employees and with the development of the individual and the group. Human Resource Management is responsible for maintaining good human relations in the organisation. It is also concerned with development of individuals and achieving integration of goals of the organisation and those of the individuals. North considers human resource management as an extension of general management, that of prompting and stimulating every employee to make his fullest contribution to the purpose of a business. Human resource management is not something that could be separated from the basic managerial function. It is a major component of the broader managerial function.
  2. 2. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 2 1.1.1 Definitions: According to French Wendell, Human resource management as the recruitment, selection, development, utilisation, compensation and motivation of human resources by the organisation. According to Edwin B. Flippo, Human resource management is the planning, organising, directing and controlling of the procurement, development, resources to the end that individual and societal objectives are accomplished. This definition reveals that human resource (HR) management is that aspect of management, This deals with the planning, organising, directing and controlling the personnel functions of the enterprise. 1.1.2 Objectives: The basic objective of human resource management is to contribute to the realisation of the organisational goals. However, the specific objectives of human resource management are as follows: To ensure effective utilisation of human resources, all other organisational resources will be efficiently utilised by the human resources. To establish and maintain an adequate organisational structure of relationship among all the members of an organisation by dividing of organisation tasks into functions, positions and jobs, and by defining clearly the responsibility, accountability, authority for each job and its relation with other jobs in the organisation. To generate maximum development of human resources within the organisation by offering opportunities for advancement to employees through training and education. To ensure respect for human beings by providing various services and welfare facilities to the personnel. To ensure reconciliation of individual or group goals with those of the organisation in such a manner that the personnel feel a sense of commitment and loyalty towards it.
  3. 3. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 3 1.1.3 FUNCTIONS OF HUMAN RESOURCE MANAGEMENT: The main functions of human resource management are classified into two categories: Managerial Functions and (b) Operative Functions Managerial Functions:
  4. 4. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 4 1.1.3.1 Following are the managerial functions of Human Resources Management. Planning: The planning function of human resource department pertains to the steps taken in determining in advance personnel requirements, personnel programmes, policies etc. After determining how many and what type of people are required, a personnel manager has to devise ways and means to motivate them. Organisation: Under organisation, the human resource manager has to organise the operative functions by designing structure of relationship among jobs, personnel and physical factors in such a way so as to have maximum contribution towards organisational objectives. In this way a personnel manager performs following functions : Preparation of task force; Allocation of work to individuals; Integration of the efforts of the task force; Coordination of work of individual with that of the department. Directing: Directing is concerned with initiation of organised action and stimulating the people to work. The personnel manager directs the activities of people of the organisation to get its function performed properly. A personnel manager guides and motivates the staff of the organisation to follow the path laid down in advance. Controlling: It provides basic data for establishing standards, makes job analysis and performance appraisal, etc. All these techniques assist in effective control of the qualities, time and efforts of workers. Operative function: The operative functions are those tasks or duties which are specifically entrusted to the human resource or personnel department. These are concerned with employment, development, compensation, integration and maintenance of personnel of the organisation.
  5. 5. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 5 The operative functions of human resource or personnel department are discussed below: 1. Employment: The first operative function of the human resource of personnel department is the employment of proper kind and number of persons necessary to achieve the objectives of the organisation. This involves recruitment, selection, placement, etc. of the personnel. Before these processes are performed, it is better to determine the manpower requirements both in terms of number and quality of the personnel. Recruitment and selection cover the sources of supply of labour and the devices designed to select the right type of people for various jobs. Induction and placement of personnel for their better performance also come under the employment or procurement function. 2. Development: Training and development of personnel is a follow up of the employment function. It is a duty of management to train each employee property to develop technical skills for the job for which he has been employed and also to develop him for the higher jobs in the organisation. Proper development of personnel is necessary to increase their skills in doing their jobs and in satisfying their growth need. For this purpose, the personnel departments will device appropriate training programs. There are several on- the-job and off-the-job methods available for training purposes. A good training program should include a mixture of both types of methods. It is important to point out that personnel department arranges for training not only of new employees but also of old employees to update their knowledge in the use of latest techniques. 3. Compensation: This function is concerned with the determination of adequate and equitable remuneration of the employees in the organisation of their contribution to the organisational goals. The personnel can be compensated both in terms of monetary as well as non-monetary rewards. Factors which must be borne in mind while fixing the remuneration of personnel are their basic needs, requirements of jobs, legal provisions regarding minimum wages, capacity of the organisation to pay, wage level afforded by competitors etc. For fixing the wage levels, the personnel department can make use of certain techniques like job evaluation and performance appraisal.
  6. 6. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 6 4. Human Relations: Practicing various human resources policies and programmes like employment, development and compensation and interaction among employees create a sense of relationship between the individual worker and management, among workers and trade unions and the management. It is a process of interaction among human beings. Human relations is an rear of management in integrating people into work situations in a away that motivates them to work together productively co- operatively and with economic, psychological and social satisfaction. It includes: Understanding and applying the models of perception, personality, learning, intra and inter personnel relations, intra and inter group relations. Job satisfaction Motivating the employees Boosting employee morale Developing communication skills Employee motivation
  7. 7. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 7 Employee motivation Introduction: Motivation is one of the most important factors affecting human behaviour and performance. This is the one of the reason why managers attach great importance to motivation in organizational setting. Lipper has called motivation has the core of management. Effective directing leads to effectiveness, both at organizational and individuals levels. This requires the understanding of what individuals want from the organization. However, what individuals want from the organization has not been fully identified. Definition: “motivation is the complex forces starting and keeping a person at work in an organization . Motivation is something that moves the person to action, and continues him in course of action already initiated”. “ motivation refers to the way in which urges, drives, desires, aspirations, strives, or needs direct, control or explain the behaviour of human beings”. Motivation can be defined in a variety of ways, depending on whom you ask. If you ask someone on the street, you may get a response like, ‘’it’s what drives us’’ or ‘’motivation is what makes us to do the things we do .’’ as far as a formal definition, motivation can be defined as ‘’forces within in an individual that account for the level, direction, and persistence of effort expended at work,’’ according to schemer horn, et al . This is an excellent working definition for use in business. In order to understand the concept of motivation, we have to examine three terms : motive, motivating and motivation and their relationship. Study: The purpose of study is to identify the type of motivation most suited for higher productivity and methods usually adopted for measuring employee’s motivation. To study the factors affecting the individual performance. Motive: based on the Latin word mover, motive (need) has been defining s follow; “A motive is an inner state that energies, actives, or moves (hence motivation), and that directs behaviour towards goals.
  8. 8. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 8 There is a difference between needs and wants. It is necessary to know the difference Between those two terms for every employee. Needs are more comprehensive and include Desires both physiological needs like social needs, recognition needs, etc, which do not fall under wants. Motivating: Motivation is the term which implies that one person in the organization context, a manager, induces anther, say employee to engage in action (work behaviour) by ensuring that a channel to satisfy the motive become available and accessible to the individual in addition To channel zing the strong motive in a direction that is satisfying t both the organization and the employers the manger can also active the latest motivation in individuals and harness them in a manner that would be function for the organization. Motivation: While a motive is engineer of action motivation is the canalization and activation of Motives motivation is the work behaviour itself. Motivation depends on motives and motivating therefore, it becomes a complex process. Fig 1: relationship between motive, motivating and motivation Motive MotivationMotivating Needsin Individuals Activatingneedsand Providingneedsatisfaction Environment Engagementinwork Behavior
  9. 9. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 9 Nature of motivating: Based on the definition of motivation, we can derive its nature relevant for human behaviour in organization. Following characteristics of motivation clarify its nature: Basedon motives: Motivation is based on individual’s motives which are internal to the individuals. These motives are in the form of feelings that the individual lacks something. In order to overcome this feeling of laciness, the employee tries to behave in a manner which helps in overcoming this feeling. Affected by motivating: Motivation is affected by way the individual is motivated. The act of motivating channelizes need satisfaction. Besides, it can also activate the latent needs in the individual, that is, the needs that are less strong and somewhat dormant, and harness them in a manner that would be functional for the organization. Goal-directedbehaviour: Motivation leads to goal directed behaviour. A goal-directed behaviour is one which satisfies the causes for which behaviour take place. Motivation has profound influence on human behaviour; in the organizational requirements. Relatedto satisfaction: Motivation is related to satisfaction. Satisfaction refers to the contentment experiences of an individual which he drives out of need fulfilment. Thus, satisfaction is a consequence of rewards and punishments associated with the past experiences. It provides means to analyze outcomes already experienced by individual. Persons motivatedin totality: A person is motivated in totality and not in part. Each individual in the organization is a self-contained unit and his needs are interrelated. These affect his behaviour in different ways. Moreover, feelings of needs and their satisfaction is a continuous process. As such, these create continuity in behaviour.
  10. 10. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 10 Complex process: Motivation is a complex process; complexity emerges because of the nature of needs and the type of behaviour that is attempted to satisfy those needs. These generate complexity in motivation process in the following ways. (1) Needs are internal feelings of individuals and sometimes even they, They may not be quite aware about their needs and the priority of these. Thus, Understanding of human needs and providing means for their satisfaction Becomes difficult. (2) even if needs are identified, the problem is not over here as a particular need may result into different behaviours from different behaviours from different result into different behaviours from different need ma individuals because of their differences. For example, the need for promotion may be uniform for different individuals may no engage in similar type of behaviour; they may adopt different routes to satisfy their promotion needs. 3) a particular behaviour may emerge not only because of the specific need but it may be because of a variety of needs. For example, hard work in the organization may be due to the need for earning more money to satisfy psychological needs, or may to enjoy the performance of work itself and money becomes secondary, or to get recognition as a hard- working person. 4) Goal directed behaviour may lead to goal attainment. There may be many cons buses in situation which may restring the goal attainment of goal directed behaviour. This may lead to frustration in an individual creating lot of problems. Type of needs There are many types of needs which an individual may have and there are various ways in which these may be classified. The basic objective behind classification of needs into categories is to find out similarly and dissimilarly in various needs so that incentives are grouped to satisfy the needs falling under one category or the other. Needs may be natural, biological phenomenon in an individual, or these may over the period of time through learning. Thus, needs may be grouped into three categories: 1) Primary needs 2) Secondary needs 3) General needs
  11. 11. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 11 Primary needs: Primary needs are also known as physiological, biological, basic, or unlearned needs. Primary needs are animal drives which are essential for survival. These needs are common to all human beings, though their intensity may differ. Secondaryneeds: These needs are learned by the individual through his experience and interaction. Therefore these are called derived or learned needs. Emergence of these depends on learning. These may be different types of secondary needs for power, achievement, status affiliation, etc. Generaltypes: Though a separate classification of general needs is not always given, such a category seems necessary because there are of needs which lie in the grey area between the primary and secondary needs. Such needs are like need for competence, curiosity, manipulation, affection, etc Motivation and behaviour: Motivation causes goal- directed behaviour. Felling of a need by an individual generates a feeling that he lacks something. This lack of something creates tension in the in of the individual. Since the tension is not an ideal state of mind, the individual tries to overcome this by engaging himself in an behaviour through which he satisfies his needs. Goal – directed behaviour leads to goal fulfilment and the individual succeeds in fulfilling his needs and there by overcoming his tension in the favourable environment. Satisfaction is one need leads to feeling of another need, either same need after the lapse of certain time or different need and goal – directed behaviour goes on. Thus, goal – directed behaviour is a continuous process. Aggression: A more common reaction to frustration is aggression, an act against someone or something. An employee being denied a promotion may become aggressive and verbally berate his supervisor. Motivation and performance Motivation is necessary for work performance because if people do not feel inclined to engage themselves in work behaviour, they will not put in necessary efforts to perform well. However, performance of an individual in the organization depends on a variety of factors besides motivation. Therefore, it is desirable to identify various factors which affect individual performance and the role that motivation plays.
  12. 12. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 12 Factors affecting individual performance: Observations show that (1) various individual perform differently in the same work situations, and (2) the same individual performs differently in different work situations. These statements suggest that various factors which affect an individual’s performance are broadly of two types, individual and with in each type there may be several factors. We can derive form figure that individual performance depends on the following factors: Motivation of individual, His since of competence, His ability, His role perception, and Organizational resources Motivation Ability Performance Reward Organizational Resources Sense of Competence Role Perception
  13. 13. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 13 Fig : factors affecting individual performance If any of the elements is taken away, performance will be affected adversely. The double- headed arrow between motivation and sense of competence that the two variables mutually influence each other. Reward, as a result of individual’s performance affects his level of motivation. If the reward is perceived to be of valence and equitable, it energizes the individual for still better performance and this process goes on. Motivation: Level of motivation drives an individual for work. Motivation is based on motive which is a feeling that an individual lacks some things. This feeling creates some sort of tension in his mind. In order to overcome this tension, he engages in goal –directed behaviour that is taking those actions trough which his needs are satisfied. Thus, motivation becomes a prime mover for efforts and better work performance. Sense of competence: To sense of competence denotes the extent to which an individual consistently regards himself as capable of doing a job. Sense of competence of an individual depends to a very great extent on his locus of control. Locus of control means whether people believe that they are in control of events or events control them. Those who have internal locus of control believe that they can control and shape the course of events in their lives; those who have external locus of control tend to believe occur purely by chance or because of factors beyond their own control. An individual with internal locus of control tends be high performer than those with external locus of control. However, this sense of competence is not an independent factor but depends on the ability of the individual. Ability While sense of competence is type of perception about oneself, ability is his personal attributes relevant for doing a job. Often, ability is expressed in the following way or equation Knowledge refers to the position of information and ideas in a particular field which may be helpful in developing relationships among different variables related to that field. Skill refers to expertness, practical ability or facility in an action or doing something. Thus, if the individual has ability relevant to his job, his performance tends to be higher than those who do not posses such ability. Ability=knowledge* skill
  14. 14. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 14 Role perception: A role is the pattern of actions expected of a person in activities involving others. Role reflects a person’s position in the social system with its accompanying rights and obligations. In an organization, activities of an individual are guided by his role perception that is, how he thinks he is supposed to act in his own role is clear, the individual tends to perform well. There are two types of problems which emerge in role specification, role ambiguity and role conflict role ambiguity denotes the state in which the individual is not clear what is expected from him in the job situation. Role conflict is the situation in which the individual engages in two or more roles simultaneously and these roles are mutually incompatible. In both these situations, his performance is likely to be affected adversely. Organizationalresources: Organizational resources denote various types of facilities ---physical and psychological ---which are available at the work place. Physical facilities include appropriate layout of the work place and conductive physical environment. Psychological facilities include appropriate reward system, training development facilities, harmonious workshop appropriate and motivating leadership styles, motivating work, and do on. These organizational resources work in two ways in increasing individual performance. First, they facilitate job performance. Second they work as motivating factors which enhance individual enthusiasm to perform well. Role of motivation: Motivation is one among the various factors affecting individual performance. However, it is one of the most important factors. All organizational facilities will go waste in the lack of motivated people to utilize these facilities effectively. Every superior in the organization must motivate his subordinates for the right types of behaviour. Diagnosing human behaviour and analyzing as to why people behave in a particular way is of prime importance in motivating them irrespective of the organization because individual is the basic component of any organization. The importance of motivation in an organization may be summed up as follows: High performance level: Motivated employees put together performance as compared to other employees. In a study it was found that motivated employees worked at close 80-90 percent of their ability. The further suggested that hourly employees could maintain their jobs, if they were not fired, by working approximately 20to30 percent of their ability. The high performance is a must for an organization being successful and this performance comes by motivation.
  15. 15. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 15 Low employee turnover and absenteeism Motivated employees stay in the organization and their absenteeism is quite low. High turnover and absenteeism create many problems in the organization. Recruiting, training and developing large number of new personnel into a working team take years. In a competitive economy, this is almost an impossible task. Moreover, this also effects the reputation of the organization unfavourably Acceptance oforganizationalchanges: Organizations are created in the society. Because of changes in the society changes in technology, value system etc, and organization has to incorporate those things to cope up with the requirement of the time. When these changes are introduced in the organization, there is a tendency to a resist these changes by the employees. However if they are properly motivated, they accept, introduce and implement these changes keeping the organization on the right track of progress. Empowerment Empowerment is the process of enabling or authorizing an individual to think, behaves, take action, and control work and decision making in autonomous ways. It is the state of feeling self-empowered to take control of one’s own destiny. Empowerment rules as a development strategy. Along with motivation job design, empowerment is also used as a technique for motivation. Most of work organizations have a number of employees who believe that they are dependent on others and their own efforts have little impact on the performance. Sense of this powerless creates frustration in employees and they start developing feeling that they cannot perform successfully or make meaningful contributions. In order to overcome this feeling of employees and involving them in their jobs, the idea of empowerment has been introduced. The basic those of empowerment have emerged from the proponents of total quality management (TQM) which has gained acceptance throughout the world. In Webster’s dictionary, the verb empowers means to give the means, ability of authority”. Thus, empowerment in work setting involves giving employees the means, ability and authority to do something. Newsroom and Davis have defined empowerment as follows “Empowerment is any process that provides greater autonomy through the sharing of relevant information and the provision of control over factors affecting job performance.” “Empowerment helps remove the conditions that cause powerlessness while enhancing employee feeling of self-efficacy.”
  16. 16. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 16 There are five approaches which have been suggested for empowerment: Helping employees achieve job mastery – giving training, coaching, and guided experience that are required for initial success. Allowing more control – giving employees descry travel section over job performance and making them accountable for the performance outcomes. Providing successful role models – allowing them to observe peers who are performing successfully on the job. Using social reinforcement and persuasion – giving praise, encouragement, and verbal feedback to raise confidence. Giving emotional support – reduction of stress and anxiety through better role present travel section, task assistance, and personal care. When managers use these approaches, employees develop a feeling that their jobs are important and they contribute meaningfully for the achievement of organizational effectiveness. This feeling contributes positively to the use of skills and talents in job performance as shown in figure: Fig : empowerment and its effect Empowerment Jobmastery More self-control Reinforcement Perceptionof Empowerment Self-confidence Highvaluestojob Better Performance
  17. 17. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 17 Top 10 principles of employee empowerment: These are the most important principles for people in a way that reinforces employee empowerment, accomplishment, and contribution. These management actions enable both the people who work with you and the people who report to you to soar. 1. Demonstrate, youvalue people Your regard for people shines through in all of your actions and words. Your facial expression, your body language, and your words express what you are thinking about the people who report to you. Your goal is to demonstrate your appreciation for each person’s unique value. No matter how an employee is performing on their current task, your value for the employee as a human being should never falter and always be visible. 2. Share leadershipvision Help people feet that they are part of something bigger than themselves and their individual job. Do this by making sure they know and have access to the organization’s overall mission, vision, and strategic plan. 3. Share goals and direction Share the most important goals and direction for your group. Where possible, either make progress on goals measurable and observable, or ascertain that you have shared your pictures of a positive outcome with the people responsible for accomplishing the results. 4. Trust people Trust the intention of people to do the right thing, make the right decision, and make choices that, while may be not exactly what you would decide, still work. 5. Provide information for decisionmaking Make certain that you have give people, or made sure that they have access to, all of the information they need to make thoughtful decisions. 6. Delegate authority and impact opportunities, not just more work Doesn’t just delegate the drudge work; delegate some of the fun stuff, too. You know, delegate the important meetings, the committee memberships that influence product development and decision making, and the projects that people and customers notice. The employee will grow and develop new skills. Your plate will be less full so you can concentrate on contribution. Your reporting staff will gratefully shine-and so will you.
  18. 18. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 18 7. Provide frequent feedback Provide frequent feedback so that people know how they are doing. Sometimes, the purpose of feedback is reward and recognition. People deserve your constructive feedback, too, so they can continue to develop their knowledge and skills. 8. Solve problems: don’t pinpoint problem people When a problem occurs, ask what is wrong with the work system that caused the people to fail, not what is wrong with the people. Worst case response to problems? Seek to identify and punish the guilty. 9. Listen to learn and ask questions to provide guidance Provide a space in which people will communicate by listening to them and asking them questions. Guide by asking questions, not by telling grown up people what to do. People what to do. People generally know the right answers if they have the opportunity to produce them. When an employee brings you a problem to solve, ask, “what do you think you should do you should do to solve this problem?” Or, ask, “what action steps do you recommend?” Employees can demonstrate what they know and grow in the process. 10. Help employees feel rewarded and recognized for empowered behaviour When employees feel under-compensated, under-titled for the responsibilities they take on, under-noticed, under-praised, and under – appreciated, don’t expect results from employee empowerment. The basic needs of employees must feel met for employee’s empowerment.
  19. 19. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 19 INDUSTRY PROFILE The insurance sector in India has come a full circle from being an open competitive market to nationalization and back to a liberalized market again. Tracing the developments in the Indian insurance sector reveals the 360 degree turn witnessed over a period of almost two centuries. A brief history of the Insurance sector The business of life insurance in India in its existing form started in India in the year 1818 with the establishment of the Oriental Life Insurance Company in Calcutta. Some of the important milestones in the life insurance b usiness in India are: 1912: The Indian Life Assurance Companies Act enacted as the first statute to regulate the life insurance business. 1928: The Indian Insurance Companies Act enacted to enable the government to collect statistical information about bot h life and non- life insurance businesses. 1938: Earlier legis lation consolidated and amended to by the Insurance Act with the objective of protecting the interests of the insuring public. 1956: 245 Indian and foreign insurers and provident societies taken over by the central government and nationalized. LIC formed by an Act of Parlia ment, viz. LIC Act,1956, with a capital contribution of Rs. 5 crore from the Government of India. The General insurance business in India, on the other hand, can trace its roots to the Triton Insurance Company Ltd., the first general insurance company established in the year 1850 in Calcutta by the British.
  20. 20. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 20 Insurance sector reforms: In 1993, Malhotra Committee headed by former Finance Secretary and RBI Governor R.N. Malhotra was formed to evaluate the Indian insurance industry and recommend its future direction. The Malhotra committee was set up with the objective of complementing the reforms initiated in the financial sector. The reforms were aimed at “creating a more efficient and competitive financial system suitable for the requirements of the economy keeping in mind the structural changes currently underway and recognizing that insurance is an important part of the overall financia l system where it was necessary to address the need for similar reforms…” In 1994, the committee submitted the report and some of the key recommendations included: i) Structure Government stake in the insurance Companies to be brought down to 50% Government should take over the holdings of GIC and its subsidiaries so that these subsidiaries can act as independent corporations. All the insurance companies should be given greater freedom to operate ii) Competition Private Companies with a minimum paid up capital of Rs.1bn should be allowed to enter the industry. No Company should deal in both Life and General Insurance through a single entity. Foreign companies may be allowed to enter the industry in collaboration with the domestic companies. Postal Life Insurance should be allowed to operate in the rural market. Only one State Level Life Insurance Company should be allowed to operate in each state
  21. 21. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 21 iii) Regulatory Body The Insurance Act should be changed An Insurance Regulatory body should be set up Controller of Insurance (Currently a part from the Finance Ministry) should be made independent iv) Investments Mandatory Investments of LIC Life Fund in government securit ies to be reduced from 75% to 50% GIC and its subsidiaries are not to hold more than 5% in any company (There current holdings to be brought down to this level over a period of time) v) Customer Service LIC should pay interest on delays in payments beyond 30 days Insurance companies must be encouraged to set up unit linked pension plans Computerization of operations and updating of technology to be carried out in the Insurance industry. Hence, it was decided to allow competition in a limited way by stipulating the minimum capital requirement of Rs.100 crore. The committee felt the need to provide greater autonomy to insur ance companies in order to improve their performance and enable them to act as independent companies with economic motives. For this purpose, it had proposed setting up an independent regulatory body. The Insurance Regulatory and Development Authority (IRDA) Reforms in the Insurance sector were initiated with the passage of the IRDA Bill in Parliament in December 1999. The IRDA since its incorporation as a statutory body in April 2000 has fastidiously stuck to its schedule of framing regulations and registe ring the private sector insurance companies. The other decis ion taken simultaneously to provide the supporting systems to the insurance sector and in particular the life insurance companies was the launch of the IRDA’s online service for issue and renewal of licenses to agents.
  22. 22. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 22 The approval of inst itutions for imparting training to agents has also ensured that the insurance companies would have a trained workforce of insurance agents in place to sell their products, which are expected to be introduced by early next year. Since being set up as an independent statutory body the IRDA has put in a framework of globally compatible regulations. In the private sector 12 life insurance and 6 general insurance companies have been registered Vision  To be the first choice insurer for customers  To be the preferred employer for staff in the insurance industry  To be the number one insurer for creating shareholder value Mission  As a responsible, customer focused market leader, we will strive to understand the insurance needs of the consumers and translate it into affordable products that deliver value for money.  A Partnership Based on Synergy Bajaj Allianz offers technical excellence in all areas of General and Health Insurance, as well as Risk Management.  This partnership successfully combines Bajaj Finserv's in-depth understanding of the local market and extensive distribution network with the global experience and technical expertise of the Allianz Group.  As a registered Indian Insurance Company and a capital base of Rs. 110 crores, the company is fully licensed to underwrite all lines of insurance business including health insurance.
  23. 23. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 23 Awards and Recognition: "Best Insurance Company in private sector" at the IPE Banking Financial Services and Insurance (BFSI) 2013. Organization of the Year by SKOCH Financial Inclusion Award 2013 Stock Financial Inclusion Award 2012 for contribution towards financial inclusion through life insurance Bajaj Allianz Life Insurance has been rated amongst the 50 top service brands and ranked as Third Best Life Insurer, as per a survey conducted on 'Most Trusted Companies' by Brand Equity and AC Nielsen-ORG Mar 2012. Best Contribution in Investor Education & Category Enhancement by Bloomberg UTV Financial Leadership Awards 2011 The Best Utilization of Information Technology to Transform Businessۥ by Bloomberg UTV CXO Awards 2011-Technology Chapter. Products & Services Term Insurance Savings Solutions Investment Solutions Retirement Solutions ULIP Group Insurance NRI Corner
  24. 24. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 24 The Bajaj Allianz “child gain” Plan : Taking care of a child is perhaps the most important job a parent can have. It is but natural that you would like to give your child your best. And therefore, this is the time when careful financial planning can help you fulfill the aspiration that you have for your children. The Bajaj Allianz child gain solutions help you to enjoy the joys of parenthood responsibly, with the reassurance of a secure future for your child. What does Bajaj Allianz “child gain” plan offer you? Bajaj Allianz child offers a wide array of solutions that allows you to plan for your child’s future by providing you with as many as 4 distinct and unique options. Option 1: child gain 21 Option 2: child gain 24 Option 3: child gain 21 plus Option 4: child gain 24 plus The Bajaj Allianz new unit gain plan : Bajaj Allianz New unit gain comes with a host of features that allows you to have the best of both worlds – protection and investment , with flexibility like never before. Key features of this plan are : Guaranteed death benefit. Choice of investment funds with flexible investment management; you can change funds at any time. Providing for full/partial withdraws any times after three years, provided three full years’ premiums are paid. Unmatched flexibility – to match your changing needs . Maturity benefit equal to the fund value payable on the date of maturity. The “Bajaj Allianz new unit gain plus” plan: The Bajaj Allianz new unit gain plus plan comes with a host of features that allows you to Have the best of both worlds – protection and investment with flexibility like never before.
  25. 25. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 25 Some of the key feature of this plan are : Guaranteed death benefit Choice of 5 investment funds with flexible investment management: you can change Funds at any time. Attractive investment alternative to fixed – interest securities. Choice of investment funds with flexible investment management: you can change Funds at any time. Attractive investment alternative to fixed – interest securities Provision for full/partial withdrawals any time after three years from commenced of the policy provided three full years’ premiums are paid. Unmatched flexibility to match your changing needs. Maturity benefit equal to the fund value payable on date of maturity. How does Bajaj Allianz Cash Gain? This plan pays out a guaranteed amount on survival at the end of every 1/5th of the Policy term selected. A total of 75% of the sum assured is paid out in the first 4 cash benefits. On maturity, 50% of the sum assured is paid along with accrued bonuses. Hence the total Cash/survival benefit distributed under this plan comes to more than 100% 0f the sum assured – in fact 125% of the sum assured. 1st Cash Benefit 15% of Sum Assured 2nd Cash Benefit 25% of Sum Assured 3rd Cash Benefit 25% of Sum Assured 4th Cash Benefit 25% of Sum Assured On maturity 50% of sum Assured + accrued bonuses. The benefits will further increases by way of accrued bonuses that are distributed at maturity or on death, if earlier. In case of maturity or death after 15 full policy years, the company may Pay an additional terminal bonus for in – force policies.
  26. 26. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 26 The “BajajAllianz Invest Gain” plan : Bajaj Allianz Invest Gain is a specially designed plan that offers unique combinations of benefits to help you develop a sound financial portfolio for your family. Among the many unique benefits, the most significant is the family income benefit (FIB) that sustains the Family by compensating the loss of income due to death or permanent disability. This is one – stop shop solution that can keep you and you family financially protected at times when you need it most. In a financial world where choices can drive you crazy, your search for the perfect life insurance plan stops here. Bajaj Allianz Life aims high Sam Ghosh, CEO, Bajaj Life Insurance Company Limited, who took over this January, outlines his aggressive growth strategy. VenkatachariJagannathanreports.. Bajaj Life Insurance Company Limited — a 74:26 joint venture between Bajaj Auto Limited and Allianz AG, Germany (formerly Allianz Bajaj Life Insurance Company Limited) — under a new team headed by Sam Ghosh, CEO, has taken the competition head-on, leaving industry watchers surprised at its rapid pace of growth. Ghosh himself is a newcomer to the company, earlier having steered the Rs480 crore- Bajaj Allianz General Insurance Company to the second position in the Indian private sector insurance sector. In a span of just eight months, Bajaj Allianz Life (premium income Rs220 crore) has jumped three paces to occupy the fourth slot in the 13-strong life insurance industry. Today the company is in the midst of pursuing its twin corporate 'dream' goals — to close this fiscal with a premium income of Rs750 crore and occupy the number three slot displacing the incumbent Birla Sun Life Insurance Company Limited. Given the daily collections — over Rs1 crore — and its month-on-month growth, the second may come true sooner. According to the Insurance Regulatory and Development Authority (IRDA) figures, the new premium difference between Bajaj Allianz Life and Birla Sun Life at the end of August 2004 was Rs37.5 crore. Rival Birla Sun Life has taken the threat seriously.
  27. 27. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 27 RESEARCH METHODOLOGY. Research is a systematic method of finding solutions to problems. It is essentially an investigation, a recording and an analysis of evidence for the purpose of gaining knowledge. DEFINITION:- According to Clifford woody, “research comprises of defining and redefining problem, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to determine whether they fit the formulated hypothesis” OBJECTIVES OF THE STUDY: To study the role of employee empowerment after motivation. To identify how employee motivation is related to performance. To measure the consequences of pre and post employee motivation. To calculate the level of motivation. To study the impact of authorized motivation on productivity. To measure employee satisfaction towards working environment.
  28. 28. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 28 NEED FOR THE STUDY  The purpose of the study is to identify the level of motivation among the working group in Bajaj Allianz Life insurance.  To know the working environment, supervisors relationship, family relationship and individual perception about the company in relation to motivation.  The study can reveal the psychological and economic factors associated with motivation and also can bring forth the interrelated factors for motivation.  The study would be helpful in giving suggestions to apply the motivation methods.
  29. 29. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 29 SCOPE OF THE STUDY:  The human resources management has to identify employee’s motivation to match with the organization’s productivity.  The motivation of each employee will lead to the better performance and in turn satisfies both the employees and also organization.  As employee motivation is important for the organization to achieve the desired goals on time, therefore the employees must be motivated by using various techniques. .
  30. 30. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 30 RESEARCH DESIGN: 3.3 Meaning: Research is an endeavour to discover answers to intellectual and practical problems through the application of scientific method. “Research is a systematized effort to gain new knowledge”. -Redman and Mory. Research is the systematic process of collecting and analyzing information (data) in order to increase our understanding of the phenomenon about which we are concerned or interested. 3.3.1 ResearchDesign: A research design is considered as the framework or plan for a study that guides as well as the data collection and analysis of data. The research design may be exploratory helps, descriptive and experimental for the present study. The descriptive research design is adopted for this project. 3.3.2 ResearchApproach: Theresearcher worker contacted t he respo ndents persona lly w it h we ll- prepared sequentially arranged questions. The questionnaire is prepared on the basis of objectives of the study. Direct contract is used for survey, i.e., contacting employees directly in order to collect data. 3.3.3 Objectives ofResearch: The purpose of research is to discover answers through the application of scientific procedures. The objectives are:  To gain familiarity with a phenomenon or to achieve new insights into it – Exploratory or Formulative Research.  To portray accurately the characteristics of a particular individual, situation or a group – Descriptive Research.  To determine the frequency with which something occurs or with which it is associated with something else – Diagnostic Research. To test a hypothesis of a causal relationship between variables – Hypothesis-Testing Research.
  31. 31. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 31 3.3.4 CharacteristicsofResearch:  Research is directed towards the solution of a problem. It is based upon observable experience or empirical evidence.  Research demands accurate observation and description. Research involves gathering new data from primary sources or using existing data for a new purpose.  Research activities are characterized by carefully designed procedures. Research requires expertise i.e., skill necessary to carryout investigation, search the related literature and to understand and analyze the data gathered.  Research is objective and logical – applying every possible test to validate the data collected and conclusions reached. Research involves the quest for answers to unsolved problems. Research requires courage.  Research is characterized by patient and unhurried activity. Research is carefully recorded and reported 3.3.5 Steps in conducting research: Research is often conducted using the hourglass model structure of research. The hourglass model starts with a broad spectrum for research, focusing in on the required information through the method of the project (like the neck of the hourglass), then expands the research in the form of discussion and results. The major steps in conducting research are:  Identification of research problem  Literature review  Specifying the purpose of research  Determine specific research questions or hypotheses  Data collection  Analyzing and interpreting the data  Reporting and evaluating research  Communicating the research findings and, possibly, recommendations
  32. 32. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 32 3.3.6RESEARCH INSTRUMENTS: 1. Personal Interviews : Schedules were administered personally for Collecting the data. 2. Questionnaire : structured questionnaire 3. Researchmethod : convenience sampling method 4. Sample size : 100 employees 3.4 SOURCE OF DATA: 1. PRIMARY DATA: The primary data was collected from employees through structural questions and personal interviews with the employees who have attended the training programmes. 2. SECONDARY DATA: Secondary data include both quantitative and qualitative data, and they can be used in both descriptive and explanatory research. The data you use may be raw data, where there has been little if any processing, or compiled data that have received some from of selection or summarizing within business and business and management research such data are used mostly in case study and survey-type research.
  33. 33. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 33 LIMITATIONS  Accuracy of the report is completely dependant of the employee’s respondents.  An in depth study couldn’t be conducted because of the limited time period.  The respondents were not always open and forthcoming, with their views, agitates and not disclosing.  The changes of biased responses cannot be eliminated through all steps were taken to avoid the same.
  34. 34. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 34 Data Analysis and Interpretation 4.1. Years of experience. TABLE:4.1 S.NO FACTORS Total % 1 0-5 years 36 36 2 6-10 years 28 28 3 11-15 years 20 20 4 >15 years 16 16 TOTAL 100 100 GRAPH:4.1 Interpretation: From the graph shows that 36% of respondents says that they have an 0-5 years Experience in that organisation, 28%of respondents says that they have an6-10 Years of experience in the organisation,20% of respondents says that they have an 11-15 years experience in their organisation.
  35. 35. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 35 4.2. Following are the list of motivational factors. TABLE:4.2 FACTORS Total Percentage (%) Job security 32 32 Promotion 16 16 Career Development 28 28 Welfare measures 24 24 TOTAL 100 100 GRAPH:4.2 Interpretation: From the above graph shows that 32% of respondents feels that they have an job Security in that organisation,28% of respondents feels that the organisation has To be providing the good career opportunity from then 24% of respondents feels That they have an availability of welfare facilities in that organisation 16% of Respondents feels that they have an good promotion opportunity will be provided By the organisation from them.
  36. 36. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 36 4.3. Employees at work place. TABLE:4.3 S.NO FACTORS Total % 1 Highly satisfied 36 36 2 Satisfied 28 28 3 Average 14 14 4 Dis satisfied 22 22 TOTAL 100 100 GRAPH:4.3 Interpretation: From the above graph 36% of respondents says that they an highly satisfied in their work place,28% of respondents says that they have an satisfied in their work place ,22% of respondents says that they have not satisfied in their work place.
  37. 37. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 37 4.4 Effectiveness of employee participation in decision making. TABLE:4.4 S.NO FACTORS Total % 1 Highly satisfied 22 22 2 Satisfied 14 14 3 Average 28 28 4 Dis satisfied 36 36 TOTAL 100 100 GRAPH:4.4 Interpretation: From the above graph 36% of respondents are dis satisfied the participation of decision making in their organisation,28% of respondents are average,22% of respondents are highly satisfied the participation of decision making in their organisation,14% of respondents are satisfied.
  38. 38. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 38 4.5 Role of hr in the organization. TABLE:4.5 S.NO FACTORS Total % 1 Highly satisfied 32 32 2 Satisfied 40 40 3 Average 16 16 4 Dis satisfied 12 12 TOTAL 100 100 GRAPH:4.5 Interpretation: From the above graph 40% of respondents says that they are satisfied the HR place And important role in their organisation, 32% of respondents says that they are Highly satisfied.
  39. 39. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 39 4.6 List of approaches to motivate TABLE:4.6 FACTORS TOTAL PERCENTAGE (%) AWARDS 36 36 REWARDS 28 28 RECOGNITION 14 14 PROMOTIONAL CHANNELS 22 22 TOTAL 100 100 GRAPH:4.6 Interpretation: From the above graph 36% of respondents are satisfied that the organisation has to be identify the performance of an employee by providing the awards,28%of respondents are in that organisation has to be identify the performance of an employee by providing there awards.
  40. 40. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 40 4.7 Motivational challenges of employee. TABLE:4.7 FACTORS Total Percentage Personal issues 10 10 Educational back ground 22 22 Competition among trade unions 46 46 Reluctance again administration 10 10 Bias in management decisions 12 12 TOTAL 100 100 GRAPH:.4.7 Interpretation: From the above graph 46% of respondents are competition among the trade unions will give the challenge of employee motivation, 22% of respondents are educational back ground, 12%of respondents are bias in management decisions
  41. 41. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 41 4.8 Obstacles in employee performance TABLE:4.8 FACTORS Total Percentage (%) Stagnation, lethargy, growth prospects 10 10 Lack of motivation and recognition 24 24 Decision taken by top authorities 48 48 Miscellaneous 18 18 TOTAL 100 100 GRAPH:4.8 Interpretation: From the above graph 48% of respondents that centralisation process highly involved in the employee performance,24% of respondents lack of motivation and recognition,18% of respondents are miscellaneous.
  42. 42. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 42 4.9 Employee awareness of motivation and empowerment. TABLE:4.9 Response/category Total Percentage(%) Yes 62 62 Very little 28 28 No knowledge 10 10 TOTAL 100 100 GRAPH:4.9 Interpretation: From the above graph 62% of respondents are agreed that they have an awareness of motivation and empowerment taken place in their organisation
  43. 43. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 43 4.10 Employee recognition from superior. TABLE:4.10 S.NO FACTORS Total % 1 Highly satisfied 32 32 2 Satisfied 40 40 3 Average 16 16 4 Dis satisfied 12 12 TOTAL 100 100 GRAPH:4.10 Interpretation: From the above graph 40% of respondents are satisfied the superior has to be recognised their performance in the organisation,32% of respondents are highly satisfied.
  44. 44. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 44 4.11 Job satisfaction of employee. TABLE:4.11 S.NO FACTORS Total % 1 Highly satisfied 32 32 2 Satisfied 40 40 3 Average 16 16 4 Dis satisfied 12 12 TOTAL 100 100 GRAPH:4.11 Interpretation: .From the above graph 40% of employees are satisfied the organisation has to be Providing the good peaceful environment situation from them,32% of employees are highly satisfied.
  45. 45. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 45 4.12 Employees need to be remind that their jobs are dependent on the company’s ability to compete effectively TABLE:4.12 FACTORS No, OF RESPONDENTS PERCENTAGES (%) Strongly agree 76 76 Agree 10 10 Disagree 8 8 Strongly disagree 6 6 Total 100 100 GRAPH:4.12 Interpretation: From the above graph 76% of respondents are strongly agreed that employees need To be remind that their jobs are dependent on the company ability to compete effectively.
  46. 46. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 46 4.13 Supervisors should give a good deal of attention of the physical working conditions of their employees TABLE:4.13 FACTORS No, OF RESPONDENTS PERCENTAGES (%) Strongly agree 40 40 Agree 24 24 Disagree 20 20 Strongly disagree 16 16 Total 100 100 GRAPH:4.13 Interpretation: From the above graph 40% of respondents are strongly agreed that the superiors are directly involved in the physical working conditions of their employees,24% of respondents are agree,20% of respondents are dis agree,16% are strongly dis agree.
  47. 47. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 47 4.14 Special wage hike should be given to employees who perform their jobs very well TABLE:4.14 FACTORS NO,OF RESPONDENTS PERCENTAGES (%) Strongly agree 90 90 Agree 6 6 Disagree 4 4 Strongly disagree 0 0 Total 100 100 GRAPH:4.14 Interpretation: From the above graph 90% of respondents are strongly agreed that the organisation has to be identify the employee performance by providing the special wage hikes, 6% of Respondents are agree, and 4% of the respondents are not agree.
  48. 48. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 48 4.15 How is an individual recognition for attaining standard performance in your organisation? TABLE:4.15 FACTORS NO, OF RESPONDENTS PERCENTAGES (%) Strongly agree 50 50 Agree 33 33 Disagree 4 4 Strongly disagree 13 13 Total 100 100 GRAPH:4.15 Interpretation: From the above graph 50% of respondents are strongly agree ,33% of the respondents are agree and it is an individual recognition for attaining standard performance in your organisation. .
  49. 49. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 49 4.16 The company retirement benefits and stock programs are important factors on their jobs: TABLE:4.16 FACTORS NO,OF RESPONDENTS PERCENTAGES (%) Strongly agree 60 60 Agree 19 19 Disagree 10 10 Strongly disagree 11 11 Total 100 100 GRAPH:4.16 Interpretation , From the above graph 60% of the respondents are strongly agreed that the organisation Has to be provided the retirement benefits and stock program from them.
  50. 50. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 50 4.17 Almost every job can be made most stimulating and challenging TABLE:4.17 FACTORS NO,OF RESPONDENTS PERCENTAGES (%) Strongly agree 50 50 Agree 40 40 Disagree 4 4 Strongly disagree 6 6 Total 100 100 GRAPH:4.17 Interpretation: From the above graph 50% of the respondents are strongly agreed that every job in the organisation can be most stimulate and challenge them, 40% of the respondents are agree.4% of the respondents are not agree.
  51. 51. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 51 4.18 Management could show more than interest in the employees by sponsoring social events after hours TABLE:4.18 FACTORS NO,OF RESPONDENTS PERCENTAGES (%) Strongly agree 30 30 Agree 40 40 Disagree 22 22 Strongly disagree 8 8 Total 100 100 GRAPH:4.18 r Interpretation: From the above graph 40% of the respondents are agreed that the organisation has to be create the interest of employees by sponsoring social events after hours.
  52. 52. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 52 4.19 If your job includes interacting with customers, how it will affect the following TABLE:4.19 FACTORS NO, OF RESPONDENTS PERCENTAGES (%) WILL INCREASE 54 54 WILL DECREASE 40 40 WILL HAVE NO EFFECT 6 6 Total 100 100 GRAPH:4.19 Interpretation: From the above graph 54% of the respondents are agreed they have an good interest interacting with the customers.
  53. 53. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 53 FINDINGS  Job security is the highest motivation factor than any other.  The perception of the employee is high towards the aim of the organization i.e. Transportation  There is high involvement of the employee in the organization.  There is low participation of employees in decision making.  There is equal participation in work.  Awards and rewards are the high rated approaches that which motivates employees.  Lack of motivation and recognition, decision taken by top authorities are obstacles that stop employees performing to the best.  Employee’s awareness of motivation and empowerment is very low.
  54. 54. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 54 SUGGESTIONS:  Employees should be identified by their better performance and should give some type of incentives, promotions etc. So that employee will be boosted up and will work better.  Promotions should be given to the basis of performance only.  The Management creates a challenging work (or) new assignment (or) opportunity to develop the innovative idea of employee.  The motivation review discussion should be practiced well to encourage the open communication between both the appraiser and appraise.  The management should study motivation theories for better motivation.
  55. 55. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 55 CONCLUSION According to the study I concluded that the employees are satisfied in their organization, Motivation plays an important role in a company when it comes to performance. Every employee is different and what works for one might not for the other one. Importance of recognizing different type of managers and workers in order to effectively motivate them.Emloyees are much more sensitive to their relationship with their managers and the atmosphere surrounding the company rather than materialistic goods.
  56. 56. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 56 Questionnaire for the employee motivation measure at bajaj Allianz Name: Gender: Designation: Department: 1. Years of experience ( ) A) 0-5 years b) 6-10 years c) 11-15 years d) >15 years 2. Following are the list of motivational factors ( ) a) Job security b) promotion c) Career development d) welfare measures 3. Employee at work place ( ) a) Highly satisfied b) satisfied c) Average d) dis satisfied 4. Effectiveness of employee participation in decision making ( ) a) Highly satisfied b) satisfied c) Average d)dis satisfied 5. Role of HR in their organisation ( ) a) Highly satisfied b) satisfied c) Average d) dis satisfied
  57. 57. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 57 6. List of approaches to motivate ( ) a) Awards b) rewards c) Recognition d) promotional channels 7. Motivational challenges of employee ( ) a) Personal issues b) educational background c) Competition among trade unions d) Reluctance against administration e) Bias in management decisions 8. Obstacles in employee performance ( ) a)stagnation ,lethargy ,growth prospects b) Lack of motivation and recognition c) Decision taken by top authority d) Miscellaneous 9. Employee awareness of motivational and empowerment ( ) A) yes b)very little c)no knowledge 10. Employee recognition from superior ( ) a) Highly satisfied b) satisfied c) Average d) dis satisfied 11. Job satisfaction of employees ( ) a) Highly satisfied b) satisfied c) Average d) dis satisfied
  58. 58. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 58 12. Employee need to be remind that their jobs are dependent on the company ability To complete effectiveness ( ) a) Strongly agree b) agree c) Dis agrees d) strongly dis agrees 13. Supervisors should give a good deal of attention of the physical working conditions Of their employees ( ) a) Strongly agree b) agree c) Dis agree d) strongly dis agree 14. Special wage hike should be given to employee who perform their jobs Very well ( ) a) Strongly agree b) agree c) Dis agree d) strongly disagree 15.How is an individual recognition for attaining standard performance in Your organisation ( ) a) Strongly agree b) agree c) Dis agree d) strongly dis agree 16. The company retirement benefits and stock programs and important Factors on their jobs ( ) a) Strongly agree b) agree c) Dis agree d) strongly dis agree
  59. 59. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 59 17. Almost every job can be made most stimulating and challenging ( ) a) Strongly agree b) agree c) Dis agree d) strongly dis agree 18. Management could show more than interest in the employees by sponsoring Social events after hours ( ) a) Strongly agree b) agree c) Dis agree d) strongly dis agree 19. If your job includes interacting with customer, how affect the following ( ) A) Will increase b) will decrease c) Will have no effect
  60. 60. EMPLOYEE MOTIVATION SSIET,MBA,-2015 Page 60 BIBLIOGRAPHY WEB SITES www.bajaj allianz.com www.hr.com www.wikipedia.com SL. NO BOOKS NAME AUTHOR EDITION PUBLICATIONS 1 Human resource management & industrial management P.SUBBA RAO 3rd Edition Himalaya publishing house 2 Human resource management GARY DESSLER 10th Edition Pearson/ prentice hall 3 Human resource management & personal management K.ASWATHAPPA 3rd Edition Tmh 4 Research methodology KOTHARI 2nd Edition New age International (p) Ltd. NEW DELHI

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