This document provides an introduction to a study on employee motivation. It includes definitions of motivation, the importance of motivation, what motivates employees, frameworks and types of motivation. Key points discussed include the need to align employee and organizational goals, understanding what motivates each individual employee, and that supporting motivation is an ongoing process not a single task. Intrinsic motivators like empowerment, growth and purpose are highlighted as particularly effective. The document lays out the background and context for a research study on employee motivation.

1. NEXGEN CAREER
CONTENTS
CHAPTER
NO.
PARTICULARS PAGE
NO.
1.
INTRODUCTION
1
1.1 Introduction to the Study
1
1.2 Company Profile 4
1.3 Statement of the Problem 25
1.4 Objectiveof the study 27
1.5 Need of the study 27
1.6 Scope of the study 26
2 MAINTHEME OF THE STUDY
2.1 Review of Literature 28
2.2 Research Methodology 28
2.3 Limitations of the Study 40
3 RESULTS, DISCUSSIONS, AND
CONCLUSION
3.1 Analysis and Interpretation 41
3.2 Findings fromthe study 51

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3.3 Suggestions and Recommendation 52
3.4 Conclusion 53
4 APPENDICES
4.1Questionnaire 55
4.2 References 65
CHAPTER-1
INTRODUTION
1.1 Introduction
An issue which usually generates a great deal of attention from most
managers, administrators and those involved in Human Resources
Management is the issue of how to successfully motivate employee. While it
is true that aspects like staff recruitment, controlling, managing, leading, and
many more are of great importance to the success of an organization,
Employee Motivation is generally considered a core element in running a
successful business.
In the organizational setting the word “Motivation” is used to describe the
drive that impels an individual to work. A truly motivated person is one who
“wants” to work .Both employees and employers are interested in
understanding motivation if employees know what strengthens and what
weakens their motivation, they can often perform more effectively to find
more satisfaction in their job. Employers want to know what motivates their
employees so that they can get them to work harder. The concept of
motivation implies that people choose the path of action they follow. When

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behavioral scientists use the word motivation, they think of its something
steaming from within the person technically, the term motivation has its origin
in the Latin word “mover” which means “to move”. Thus the word motivation
stands for movement. If a manager truly understands his subordinate’s
motivation, he can channel their “inner state” towards command goals, i.e.,
goals, shared by both the individual and the organization. It is a well known
fact that human beings have great potential but they do not use it fully, when
motivation is absent. Motivation factor are those which make people give
more than a fair day’s work and that is usually only about sixty-five percent of
a person’s capacity .Obviously , every manager should be releasing hundred
percent of an individual’s to maximize performance for achieving
organizational goals and at the same to enable the individual to develop his
potential and gain satisfaction. Thus every manager should have both interest
and concern about how to enable people to perform task willingly and to the
best of their ability. At one time, employees were considered just another
input into the production of goods and services. What perhaps changed this
way of thinking about employees was research, referred to as the Hawthorne
Studies, conducted by Elton Mayo from1924 to 1932 This study found
employees are not motivated solely by money and employee behavior is
linked to their attitudes.
The Hawthorne Studies began the human relations approach to management,
whereby the needs and motivation of employees become the primary focus of
managers.
1.1.2 Definition of Motivation
 Motivation is a process that starts with a physiological or
psychological deficiency or need that activates behavior or a drive that
aimed at a goal or an incentive.

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 "The only way to get people to like working hard is to motivate them.
Today, people must understand why they're working hard. Every
individual in an organization is motivated by something different." -
Rick Pitino
 “Employee motivation is a reflection of the level of energy,
commitment, and creativity that a company's workers bring to their
jobs.”
 "Psychological forces that determine the direction of a person's
behavior in an organization, a person's level of effort and a person's
level of persistence."- G. Jones and J. George from the book
"Contemporary Management."
Basicsabout Motivation
1. Motivating employees starts with motivating yourself it’s amazing
how, if you hate your job, it seems like everyone else does, too. If you
are very stressed out, it seems like everyone else is, too. Enthusiasm is
contagious. If you're enthusiastic about your job, it's much easier for
others to be, too. Also, if you’re doing a good job of taking care of
yourself and your own job, you'll have much clearer perspective on
how others are doing in theirs. A great place to start learning about
motivation is to start understanding your own motivations. The key to
helping to motivate your employees is to understand what motivates
them. So what motivates you? Consider, for example, time with
family, recognition, a job well done, service, learning, etc. How your
job is configured to support your own motivations? What can you do
to better motivate yourself?
2. Always work to align goals of the organization with goals of
employees as mentioned above, employees can be all fired up about
their work and be working very hard. However, if the results of their
work don't contribute to the goals of the organization, then the

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organization is not any better off than if the employees were sitting on
their hands -- maybe worse off! Therefore, it's critical that managers
and supervisors know what they want from their employees. These
preferences should be worded in terms of goals for the organization.
Identifying the goals for the organization is usually done during
strategic planning. Whatever steps you take to support the motivation
of your employees (various steps are suggested below), ensure that
employees have strong input to identifying their goals and that these
goals are aligned with goals of the organization. (Goals should be
worded to be “SMARTER".
3. Key to supporting the motivation of your employees understands what
motivates each of them each person is motivated by different things.
Whatever steps you take to support the motivation of your employees,
they should first include finding out what it is that really motivates
each of your employees. You can find this out by asking them,
listening to them and observing them.
4. Recognize that supporting employee motivation is a process, not at ask
Organizations change all the time, as do people. Indeed, it is an
ongoing process to sustain an environment where each employee can
strongly motivate themselves. If you look at sustaining employee
motivation as an ongoing process, then you'll be much more fulfilled
and motivated yourself.
5. Support employee motivation by using organizational systems (for
example, policies and procedures)--don't just count on good intentions
don’t just count on cultivating strong interpersonal relationships with
employees to help motivate them. The nature of these relationships can
change greatly, for example, during times of stress. Instead, use

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reliable and comprehensive systems in the workplace to help motivate
employees.
For example, establish compensation systems, employee performance
systems, organizational policies and procedures, etc., to support employee
motivation. Also, establishing various systems and structures helps ensure
clear understanding and equitable treatment of employees.
1.1.3 Importance of Motivation
Motivation is a very important for an organization because of the following
benefits it provides:-
 Puts human resources into action
Every concern requires physical, financial and human resources to accomplish
the goals. It is through motivation that the human resources can be utilized by
making full use of it. This can be done by building willingness in employees
to work. This will help the enterprise in securing best possible utilization of
resources.
 Improves level of efficiency of employees
The level of a subordinate or a employee does not only depend upon his
qualifications and abilities. For getting best of his work performance, the gap
between ability and willingness has to be filled which helps in improving the
level of performance of subordinates. This will result into-
 Increase in productivity,
 Reducing cost of operations, and
 Improving overall efficiency.
Leads to achievement of organizational goals

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The goals of an enterprise can be achieved only when the following factors
take place :-
 There is best possible utilization of resources,
 There is a co-operative work environment,
 The employees are goal-directed and they act in a purposive manner,
 Goals can be achieved if co-ordination and co-operation takes place
simultaneously which can be effectively done through motivation.
 Builds friendly relationship
Motivation is an important factor which brings employees satisfaction. This
can be done by keeping into mind and framing an incentive plan for the
benefit of the employees. This could initiate the following things:
 Monetary and non-monetary incentives,
 Promotion opportunities for employees,
 Disincentives for inefficient employees.
In order to build a cordial, friendly atmosphere in a concern, the above steps
should be taken by a manager. This would help in:
 Effective co-operation which brings stability,
 Industrial dispute and unrest in employees will reduce,
 The employees will be adaptable to the changes and there will be no
resistance to the change,
 This will help in providing a smooth and sound concern in which
individual interests will coincide with the organizational interests,
 This will result in profit maximization through increased productivity.
 Leads to stability of work force
Stability of workforce is very important from the point of view of reputation
and goodwill of a concern. The employees can remain loyal to the enterprise

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only when they have a feeling of participation in the management. The skills
and efficiency of employees will always be of advantage to employees as well
as employees. This will lead to a good public image in the market which will
attract competent and qualified people into a concern. As it is said, “Old is
gold” which suffices with the role of motivation here, the older the people,
more the experience and their adjustment into a concern which can be of
benefit to the enterprise.
1.1.4 What motivates employees?
Every person has a different reason for going to work. These reasons are as
individual as whichever person you may ask. But all of the reasons for
working share a common thread. We all obtain something from work we need.
There is much discussion about the value of extrinsic motivation (monetary
and other material rewards) versus intrinsic motivation where people re driven
by what’s inside them. not by the trappings of success.
Whereas I recognize how critical extrinsic motivation is–we all need to be
rewarded fairly for the job that we do-in my experience the most effective
factors relating to employee motivation are related to intrinsic motivation:
1. Empowerment: Feeling trusted and empowered is a tremendous motivator.
2. Growth: Feeling that they are growing and developing personally
3. Inclusion: ‘To belong’ is a fundamental need, whether as a member of a
family, peer group, network, team or company. It’s human nature to want to
be on the inside, not the outside.
4. Purpose: Today people care more about what happens tomorrow, and want
to contribute to ensuring the future of our children, and the health of our
communities and planet.

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5. Trust: the fabric that holds it all together and makes it real.
Framework ofmotivation
The framework comprises six steps:-
1) Motivation process begins with the individual’s needs. Needs are telt
deprivations which the individual experiences at a given time and act
as energizers. These needs may be psychological (e.g., the needs for
recognition), physiological (e.g., the needs for water, air or foods) or
social (e.g., the needs for friendship).
2) Motivation is goal directed.
3) A goal is a specific result that the individual wants to achieve. An
employee’s goal are often driving forces and accomplishing those
goals can significantly reduce needs.
4) Promotions and raises are two of the ways that organizations seek to
maintain desirable behavior. They are signals to employees that their
needs for advancement and recognition and their behaviors are
appropriate.
5) Once the employee have received either rewards or punishments.
6) They reassess their needs.
The Role of Motivation:
Why do we need motivated employees?
The answer is survival. Motivated employees are needed in our rapidly
changing workplaces. Motivated employees help organizations survive.
Motivated employees are more productive. To be effective, managers need to
understand what motivates employees within the context of the roles they
perform. Of all the functions a manager performs, motivating employees is
arguably the most complex. This is due, in part, to the fact that what motivates
employee’s changes constantly. For example, research suggests that as

10. 10
employees' income increases, money becomes less of a motivator (Kovach,
1987). Also, as employees get older, interesting work becomes more of a
motivator.
Mechanismof motivation
Motivation is the process that starts with physiological or psychological
deficiency or need that activate behavior or a drive that is aimed at a goal or
incentive.
The following diagram depicts the motivation process.
Mechanism of Motivation
Needs Drives Goal
Deprivation Deprivation Reduction
With of Drives
Direction
Thus, the key to understanding motivation lies in the meaning of, and
relationship between needs, drives and goals Needs: Needs are created
whenever there is a physiological or psychological imbalance For example: A
need exists when cells in the body are deprived of food and water or when the
personality is deprived of other people who serve friends or companions.
Although psychological may be based on a deficiency, sometimes they are
not. For instant, and individuals with a strong need to get ahead may have a
history of consistent success· Drives: “Drives (Or motives) are set up to
alleviate needs. Psychological needs can be simply defined as a deficiency
with direction. Physiological or psychological drives are action – oriented and
provide energizing thrust towards reaching an incentive or goals. They are at
the very heart of the motivational process. The needs for food and water are
translated into hunger and thrust drives, and the need for friend becomes a
drives affiliation. Thus, drive is a psychological state which moves an

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individual satisfying need· Goals: At the end of the motivational cycle is the
goal or incentive. It is anything that wills that will alleviate a need and reduce
a drive. Thus, attaining a goal will tend to restore physiological or
psychological balance and will reduce or cut off the drive. Eating food,
drinking water and obtaining friends will tend to restore the balance and
reduce the corresponding drives food, water and friends are the incentive are
the goals in this example.
1.1.5 Types of Motivation
There are many types of motivation.
Motivational techniques have been experienced by every person from birth.
We learn behavior through motivation. We live our whole lives because of
motivation. The question that remains however is this: What motivation
should a person have? This is important because our motivation decides our
behavior. Some types of motivation are more effective than others. However,
the perfect motivation for you can only be decided by one person: YOU .
Why do people do what they do? Why do we go on every day, living our lives
and trying to find justification for our existence? Some people think that they
can find purpose in the things that motivate them. Others just see the
motivation and react automatically.
There is no one thing that motivates people to perform certain actions. People
are different, so it follows that their motivations have to be different. Here are
some types of motivation :
 Achievement –

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This is the motivation of a person to attain goals. The longing for achievement
is inherent in every man, but not all persons look to achievement as their
motivation. They are motivated by a goal. In order to attain that goal, they are
willing to go as far as possible. The complexity of the goal is determined by a
person's perception.
To us, the terms "simple" and "complex" are purely relative. What one person
thinks is an easy goal to accomplish may seem to be impossible to another
person. However, if your motivation is achievement, you will find that your
goals will grow increasingly complex as time goes by .
 Socialization –
Some people consider socialization to be their main motivation for actions.
This is especially evident in the situation of peer pressure. Some people are
willing to do anything to be treated as an equal within a group structure. The
idea of being accepted among a group of people is their motivation for doing
certain things.
 Incentive motivation –
This motivation involves rewards. People who believe that they will receive
rewards for doing something are motivated to do everything they can to reach

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a certain goal. While achievement motivation is focused on the goal itself,
incentive motivation is driven by the fact that the goal will give people
benefits. Incentive motivation is used in companies through bonuses and other
types of compensation for additional work.
By offering incentives, companies hope to raise productivity and motivate
their employees to work harder .
 Fear motivation –
When incentives do not work, people often turn to fear and punishment as the
next tools. Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior. This is often seen in
companies as working hand-in-hand with incentive motivation. Workers are
often faced with a reward and punishment system, wherein they are given
incentives if they accomplish a certain goal, but they are given punishments
when they disobey certain policies.
 Change motivation-
Sometimes people do things just to bring about changes within their
immediate environment. Change motivation is often the cause of true
progress. People just become tired of how things are and thus, think of ways
to improve it.
 Natural Motivations-
Motivation is the most common type of motivation and happens the most
often. It is the motivation people get when naturally motivated.

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 Fear motivations-
Fear Motivation happens often within the workforce when under pressure to
complete a task.
 Boostermotivations-
Booster Motivations is normally self driven to overcome a task you have set
yourself.
1.1.6 Methods of Motivation
There are as many different methods of motivating employees today as there
are companies operating in the global business environment. Still, some
strategies are prevalent across all organizations striving to improve employee
motivation. The best employee motivation efforts will focus on what the
employees deem to be important. It may be that employees within the same
department of the same organization will have different motivators. Many
organizations today find that flexibility in job design and reward systems has
resulted in employees' increased longevity with the company, improved
productivity, and better morale.
 Empowerment - Giving employees more responsibility and decision-
making authority increases their realm of control over the tasks for
which they are held responsible and better equips them to carry out
those tasks. As a result, feelings of frustration arising from being held
accountable for something one does not have the resources to carry out
are diminished. Energy is diverted from self-preservation to improved
task accomplishment.

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 Creativity And Innovation - At many companies, employees with
creative ideas do not express them to management for fear that their
input will be ignored or ridiculed. Company approval and toeing the
company line have become so ingrained in some working
environments that both the employee and the organization suffer.
When the power to create in the organization is pushed down from the
top to line personnel, employees who know a job, product, or service
best are given the opportunity to use their ideas to improve it. The
power to create motivates employees and benefits the organization in
having a more flexible work force, using more wisely the experience
of its employees, and increasing the exchange of ideas and information
among employees and departments. These improvements also create
an openness to change that can give a company the ability to respond
quickly to market changes and sustain a first mover advantage in the
marketplace.
 Learning - If employees are given the tools and the opportunities to
accomplish more, most will take on the challenge. Companies can
motivate employees to achieve more by committing to perpetual
enhancement of employee skills. Accreditation and licensing programs
for employees are an increasingly popular and effective way to bring
about growth in employee knowledge and motivation. Often, these
programs improve employees' attitudes toward the client and the
company, while bolstering self-confidence. Supporting this assertion,
an analysis of factors which influence motivation-to-learn found that it
is directly related to the extent to which training participants believe
that such participation will affect their job or career utility. In other
words, if the body of knowledge gained can be applied to the work to
be accomplished, then the acquisition of that knowledge will be a
worthwhile event for the employee and employer.

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 Quality Of Life - The number of hours worked each week by
American workers is on the rise, and many families have two adults
working those increased hours. Under these circumstances, many
workers are left wondering how to meet the demands of their lives
beyond the workplace. Often, this concern occurs while at work and
may reduce an employee's productivity and morale.
Companies that have instituted flexible employee arrangements have gained
motivated employees whose productivity has increased. Programs
incorporating flextime, condensed workweeks, or job sharing, for example,
have been successful in focusing overwhelmed employees toward the work to
be done and away from the demands of their private lives. All motivation
ultimately comes from within a person.
 Monetary Incentive - For all the championing of alternative
motivators, money still occupies a major place in the mix of
motivators. The sharing of a company's profits gives incentive to
employees to produce a quality product, perform a quality service, or
improve the quality of a process within the company. What benefits
the company directly benefits the employee. Monetary and other
rewards are being given to employees for generating cost-savings or
process-improving ideas, to boost productivity and reduce
absenteeism. Money is effective when it is directly tied to an
employee's ideas or accomplishments. Nevertheless, if not coupled
with other, nonmonetary motivators, its motivating effects are short-
lived. Further, monetary incentives can prove counterproductive if not
made available to all members of the organization.
 Other Incentives - Study after study has found that the most effective
motivators of workers are nonmonetary. Monetary systems are

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insufficient motivators, in part because expectations often exceed
results and because disparity between salaried individuals may divide
rather than unite employees. Proven nonmonetary positive motivators
foster team spirit and include recognition, responsibility, and
advancement. Managers, who recognize the "small wins" of
employees, promote participatory environments, and treat employees
with fairness and respect will find their employees to be more highly
motivated. One company's managers brainstormed to come up with 30
powerful rewards that cost little or nothing to implement. The most
effective rewards, such as letters of commendation and time off from
work, enhanced personal fulfillment and self-respect. Over the longer
term, sincere praise and personal gestures are far more effective and
more economical than awards of money alone. In the end, a program
that combines monetary reward systems and satisfies intrinsic, self-
actualizing needs may be the most potent employee motivator.
1.1.7 Factors for Lack ofMotivationin the Workplace
A drop in staff motivation can become contagious if the cause is not identified
and addressed. Management needs to be conscious of employee motivation,
and that means being able to identify the factors that cause a lack of
motivation in the workplace. Become familiar with the factors that can
degrade staff motivation and design plans to combat these productivity killers.
Rumors
The important thing to remember about rumors is that they are not always
wrong. Some rumors have basis in fact, but that does not make them good for
employee morale. An employee that hears a rumor that she may be laid off
experiences an instant drop in motivation. To deal with the problem of rumors

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in the workplace, it is important for management to share important
information with the staff in a timely manner. This helps employees to feel
confident that management will address rumors and encourages staff members
to wait on information from the company before acting on a rumor.
Inadequate Job Skills
Employees are motivated to succeed at jobs for which they feel prepared and
properly trained. Before moving an employee into a position of greater
responsibility or before allowing any changes to an employee's job duties, be
certain that employee has had the training needed to get started. Putting an
employee in a position where she feels she has inadequate job skills will erode
the employee's confidence and stifle any motivation to succeed.
Goal Flaws
Employees are not motivated by the notion that their hard work will make
company owners and executives rich, the more internalized a company's goals
sound, the less motivated employees are to fulfill those goals. The company
needs to focus on the customer and give employees a chance to feel as though
it has done something substantial to help the customer. For example, develop
a referral program that encourages customers that have recently purchased
products to recommend other people that your sales professionals can call on.
The company and sales staff benefit from the increase in business, but the
sales staff also gets to see the appreciation of past clients in the form of
potential new business.
Overwork
Employees that are overworked are likely to lose motivation regardless of
how much overtime pay they are receiving. If you know a period is coming
where extra hours will need to be worked, develop a schedule in advance and
give your employees ample warning so they can make preparations in their

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personal life. Make sure the staff schedule still allows employees to spend
time with their families and get away from the stress of working too much.
1.1.8 Techniques of Employee Motivation
Here are some motivations techniques that will help to get staff re-energised
and engaged at work. To begin with, make sure you have the right conditions
in place so that your work culture supports motivation.
Make sure you offer:
√ Fair pay and conditions
√ A comfortable, safe, working environment
√ Opportunities for employees to socialize and make friends
√ clearly defined work responsibilities and goals
√ Education and training opportunities
√ Career opportunities
As a manager, you play a key role in building on a solid foundation and
motivating employees. Remember that 70% of people leave their boss, not
the company.
So what can you do to make sure that employees are switched on at work?
Here are some practical motivation techniques that you can use to improve
motivation in your workplace:

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1. Treat Employees as Individuals
Do you make assumptions about what motivates your employees? Some are
likely to be career focused, but others may see their work as a place to make
friends and earn money.Find out what motivates employees outside of work.
Some enjoy a challenge such as a sporting activity; others may like to be on
committees so they can use their organizational skills. Use their innate talents
in the workplace where possible to keep them motivated. Set goals which
stretch their abilities. Make goals SMART - specific, measurable, achievable,
relevant and time framed.
Treat Employees with Respect
Get to know your employees on a personal level, and offer support when
needed, even if it is only to listen to their concerns. Ask your employees for
their opinions where possible, for example if you are changing systems or
introducing new equipment. Being involved in decision making is one of the
best motivation techniques. Catch your employees doing something well and
praise them - and if you do this in front of others, it makes the employee feel
even better. Giving employees recognition for their efforts will motivate them
to repeat the process.
Provide Opportunities for Employee Learning and Development
Encourage a learning climate, through structured on-the-job training
programmes, job transfers, inter-disciplinary projects and support for further
education. Aim to have your employees constantly learning new skills and
gaining new knowledge. This will reduce the level of stagnation that can
easily occur in a business. Promote from within where feasible - and invest the
time and support in developing employees so they can take on new
opportunities. Some managers worry that by offering a high level of training
to employees, they may leave the business for better opportunities elsewhere.

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Remember this allows other employees to rise up and take their place! Also
the word will spread that you are a good employer - which may encourage a
higher caliber of external job applicants.
Make the Workplace a Fun Place
Having fun is one of the best motivation techniques. And small things can
make all the difference..
√ bringing sweets to team meetings
√ sharing non-business news through e.g. newsletters
√ arranging activities such as lunchtime yoga sessions
√ surprising employees with a birthday cake
√ asking the employees for their opinion on what would make the workplace a
fun place!
Morale Boosters
Measuring Morale
There's only one way to know how good morale really is in your company:
ask the people who work there.
Street Smarts: The Tournament
Morale took a real beating this fall. But there's nothing that lifts the spirits
like some friendly competition.
Revving Up the "P" Word (Productivity)
Though productivity is often defined in numbers, it relies very heavily upon
people and their attitudes.

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Leading in Hard Times
CEOs offer 10 tips for leading your company through bleak times.
Non-Cash Incentives
Low-Cost Ways to Build Employee Commitment
Consider the power of the five I's.
It Takes More than Pay to Keep Good Workers
Companies are finding a number of ways to expand responsiveness and
flexibility beyond traditional compensation programs to retain top employees.
Incentives for All Generations
The one-size-fits-all approach no longer suits today's multigenerational
workplaces. Check this list of desired perks for mature workers, baby
boomers, Gen Xers, and more.
Winter Holiday Rewards
The hectic holiday season is the time to show off a well-thought-out reward
strategy that helps your workforce stay motivated and focused.
Perks You Can Afford
In this classic Inc. article, take a look at some unique employee benefits that
can help you create an environment your workers won't want to leave.
Motivation by Compensation

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Trust but Verify In addition to providing valuable information on the
company's 20 restaurants, the Noodles & Co. secret shopper program is used
as a motivational tool.
The Store that Stark Built
Not only does every employee at Debra's Natural Gourmet have a
management role, in a move unheard of in retail, profits are shared amongst
the team.
In a Former Life: Alan Schultz
This CEO learned a valuable lesson during his past life as a steelworker: A
company should compensate its sales force based on fair and reachable short-
term goals.
Hands On: Showing Up
Are your workers not in the habit of showing up every day? Try instituting a
bonus system to encourage perfect attendance.
Turn Motivation Inside Out
Inside sales teams often go unrecognized and unrewarded. To motivate them
and build a winning sales team all around, reward sales support staffers with
commissions, too.
Goals, Roles, Pay, and Performance
If you've promised goal-based compensation, you need to clearly
communicate roles, goals, and paths; otherwise, you may end up with
disgruntled employees.
Turbo charger Your Bonus Plan
Take a regular bonus plan and add a kicker—an increase in the payout if
certain targets are met.

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1.1.9 Theories of Motivation
At a simple level, it seems obvious that people do things, such as go to work,
in order to get stuff they want and to avoid stuff they don't want. Why
exactly they want what they do and don't want what they don't is still
something a mystery. It's a black box and it hasn't been fully penetrated.
Overall, the basic perspective on motivation looks something like this:
In other words, you have certain needs or wants (these terms will be used
interchangeably), and this causes you to do certain things (behavior), which
satisfy those needs (satisfaction), and this can then change which needs/wants
are primary (either intensifying certain ones, or allowing you to move on to
other ones).
A variation on this model, particularly appropriate from an experimenter's or
manager's point of view, would be to add a box labeled "reward" between
"behavior" and "satisfaction". So that subjects (or employees), who have
certain needs do certain things (behavior), which then get them rewards set up
by the experimenter or manager (such as raises or bonuses), which satisfy the
needs, and so on..

25. 25
1.2 COMPANY PROFILE

26. 26
1.3 PROBLEM STATEMENT
“Problem statement is a statement in which focusing on some variable. It
provides opportunity to establish why these variables are important”.
There is the more need to research on motivation, goal is that what employees
is to perform at their best and achieve the objects or not in a specific time. In
this the problem is that many of the employers who don’t work for everyone
have struggled for different incentive programs to motivate their employee.
This is the problem which is faced by the many employees of that company.
In problem statement, currently problem must be exist in that organization and
the manager should need to be improved in that organization.
Motivating is the major component of management. Many of the mangers of
that company do different things for example: production, sales prices,
performance and etc. the problem statement of the research is:
Why the incentives not for everyone why only for employees?
Why work of the human resources department is not performing well in that
organization?
Why the bank not introducing the new products, bank boost the development
of product and increase the range of facilities so that the rate of interest
increase on various product?
How motivational incentives impact to the employee at their best optimal
business result?

27. 27
1.4 SCOPE OF STUDY
 The study is intended to evaluate motivat io n of
employees in the organizat io n.
 A goodmotivational program procedure is essential to achieve goal
of the organization. If efficientmotivational programmes of employees
are made not only in this particular organization butalso any other
organization
 The organizations can achieve the efficiency also to develop
agood organizational culture.

28. 28
1.5OBJECTIVES OF STUDY
1.5.1 PRIMARY OBJECTIVE
To study the important factors which are needed to motivate the employees.
1.5.1 SECONDARY OBJECTIVE
To study the effect of monetary and non monetary benefits of employees
provided by organization on the employee’s performance.
To study the effect of job promotion on employees
To learn the employee satisfaction on the interpersonal relationship exists in
the organization.
To provide the practical suggestion for the improvement of organization’s
performance.

29. 29
1.6NEED FOR STUDY
 To study the level of employee motivation
 To study level of financial motivation non financial motivation
 To study how supervisor can influence motivation
 To know what are the de-motivation factors.

30. NEXGEN CAREER
CHAPTER 2
RESEARCH METHDOLOGY
2.1 REVIEW OF LITRATURE
Employee motivation is central to many aspects of industrial and organizational
development the individual performance and growth in the organization influenced by
varied function constant changing environment have also an influence on individual at
personal level According to scientific management employee motivation is based on
most pragmatic an essential pessimistic philosophy that man is maintained by money.
The individual involvement, loyalty, dedication to job and organization seed to be low
key affair, the loyalty, dedication and involvement leads to organization effectiveness
productivity as well as individual growth and enhancement. Employee motivation is
commonly measured in seven areas that is physical, salary and perks, promotion,
policy, job security, work interest, relation, welfare facilities. Studying employee
motivation which influence and determine human behavior in worth because ultimately
all the aspects related to employee motivation ultimately leads to good industrial
relationship enhances inter personal relation ultimately leads to increase productivity
and growth of the organization.
Thus the study is an attempt to explore various factor which can affect industrial
development especially related to employee motivation which can be helpful to all
those and especially industrial social workers to find out effective measures and
solution to deal with the loopholes and obstacles in gaining effective work.
.

31. 31
SAMPLING METHOD
Researcher has selected respondents randomly that is why simple random sampling
method is used.
SAMPLE SIZE
Sample of present study consists 40 respondents of various departments of madhur
Dairy
RESEARCH DESIGN
This study is exploratory and descriptive in nature.
VARIABLES
(1). Independent: Sex, age, income
(2). Dependant: Employee motivation.
TOOLS OF DATA COLLECTION
Primary tool: Interview schedule
Secondary tool: library, books, journals, internet, news paper, magazines
OPERATIONAL DEFINITION
Specter (1997) defines employee motivation simply as “the degree to which people like
their jobs.”
.

32. 32
2.3 RESEARCH METHOLOGY
In this section I will describe and explain the concepts, models and theories that are relevant in
the field of motivation and necessary to facilitate a comprehensive analysis and Understanding
of the research question .It may be useful to conceptualize the term financial Motivation and
what its concepts are. A broader definition of motivation will be introduced.
It can be observed from the above definitions that, motivation in general, is more or
less basically concern with factors or events that moves, leads, and drives certain
human action or Inaction over a given period of time given the prevailing conditions.
Furthermore the definitions suggest st that there need to be an” invisible force” to push
people to do something in return. It could also be deduced from the definition that
having a motivated work force or creating an environment in which high levels of
motivation are maintained remains challenge for today’s management. This challenge
may emanate from the simple fact that motivation is not a fixed trait –as it could change
with changes in personal, psychological, financial orsocial factors. For this thesis, the
definition of motivation by Greenberg & Baron (2003) is adopted, as it is more realistic
and simple as it considers the individual and his performance. Greenberg&Baron
defines motivation as:
“The set of processes that arouse, direct, and maintain human behavior towards
attaining some goal”. (Greenberg &Baron, 2003, p190) Bassett-Jones &Lloyd (2005,
p931) presents that two views of human nature underlay early research into employee
motivation. The first view focuses on Taylorism, which viewed people as basically lazy
and work –shy”, and thus held that these set of employees can only be motivated by
external stimulation. The second view was based on Hawthorn findings, which held the
view that employees are motivated to work well for “its own sake” as well as for the
social and monetary benefits this type of motivation according to this school was
internally motivated.

33. 33
Motivation theories
Even though much research been conducted on the field of financial motivation and
many researchers and writers have proposed theories on the concept of financial
motivation, and its role in enhancing employee’s performance in every organization
some of these models have been widely used and accepted by today’s organizations
leaders. In this thesis discussion on some of the motivational theories will include
Alders (ERG theory), Maslow (Need theory), Vrooms (Expectancy theory), Adams
(Social equity theory), Taylor (productivity theory), Herzberg (Two factor theory), Mac
Gregory (theory X and Y), Geog pales (path goal theory) and skinner (Reward theory).
To better understand this discussion a summary of the theories is presented and an
indebt discussion on Maslow and ERG theories on which I base my thesis overlooked.
Alder asserts in his Existence relatedness and growth theory commonly known as the
ERG theory that there are three basic human needs: Existence, relatedness and growth,
which must be meet by an employee to enable him, increase performance. Maslow
(1943) suggests that human needs can be classified into five categories and that these
categories can be arranged in a hierarchy of importance. These include physiological,
security, belongings, esteem and self-actualization needs. According to him a person is
motivated first and foremost to satisfy physiological needs. As long as the employees
remain unsatisfied, they turn to be motivated only to fulfill them. When physiological
needs are satisfied they cease to act as primary motivational factors and the individual
moves “up” the hierarchy and seek to satisfy security needs. This process continues
untfinallyselfactualisation needs are satisfied. According to Maslow the rationale is
quite simple because employees’ who are too hungry or too ill to work will hardly be
able to make much a contribution to productivity hence difficulties in meeting
organizational goals. Vroom (1964) proposes that people are motivated by how much
they want something and how likely they think they are to get it he suggest that

34. 34
motivation leads to efforts and the efforts combined with employees ability together
with environment factors which interplay’s resulting to performance. This performance
interns lead to various outcomes, each of which has an associated value called Valence.
Adams (1965) on his part suggests that people are motivated to seek social equity
in the Rewards they receive for high performance. According to him the outcome from
job includes; pay, recognition, promotion, social relationship and intrinsic reward .to
get these rewards various inputs needs to be employed by the employees to the job as
time, experience, efforts, education and loyalty. He suggests that, people tend to view
their outcomes and inputs as aratio and then compare these ratios with others and turn
to become motivated if this ratio is high. Taylor (1911) observed the soldering by
employees, which is a situation whereby workers work less than full capacity. He
argued that soldering occurs due to the fact employee’s fear that performing high will
lead to increasing productivity, which might cause them to lose their jobs. This slow
paces of work where promoted by faulty systems however this situation is not what
prevails with contemporary employees who organizations evaluate them through their
performance.
Herzberg suggested that there are factors in a job, which causes satisfaction. These he
called Intrinsic factors (motivators) and other factor he refers to as dissatisfies (hygiene
factors). According to him if the motivational factors are met, the employee becomes
motivated and hence performs higher. Mac Gregory suggested that there exist two sets
of employees (lazy and ambitious employees) with lazy employees representing theory
X, hard and ambitious workers representing Y. According to him the lazy employee
should be motivated to increase performance in an organization Geog opalaus path Goal
theory of motivation states that, if a worker sees high productivity as a path leading to
the attainment of one or more of his personal goals, he will turn to be a high Producer.
But if he sees low productivity as the path leading to the attainment of his goal he will
turn to be a low producer and hence needs to be motivated.
This discussion on the above motivational theories explains the fact that the concept of
Employee’s motivation has been a critical factor addressed by previous authors as what

35. 35
determines the core competence of every organization in achieving a competitive
position. Skinner who propounded that any behavior that is rewarded tends to be
repeated supported This view. The term motivation has been used in numerous and
often contradictory ways. Presently there appears to be some agreements that the crucial
thread that distinguishes employee’s Motivated behaviors’ from other behavior is that it
is goal directed behavior, Bindra (2000 P223) argues that the core of motivating
individuals lays in the goal-directaspectofbehaviour.Jones suggested “motivation is
concern with how behavior gets started, is energized, is Sustained, is directed, is
stopped and what kind of subjective re-action is present in the organization while this is
going on. The Jones statement can be converted into a diagram Which shows the
employee motivational process as it influences performance.
The process of employee’s motivation
The figure illustrates that the process begins because of tension within drives or needs
of an employee. Next there is a search within the company or groups or within
employee tofulfilhis desires. When the employee is satisfied with his financial
motivation he redefines his desires and needs and the process is initiated again. These
groups of researchers were over the years divided into what was later labeled the
Content and process theories of motivation. According to steers, mowday &Shapiro
Tension or drive
 To fulfill or need
 Fulfillment and
 Re-definition of needs
 Goal directed
 Behavior
(2004,p382) the process generated during this period, makes this period referred to as
“the golden age of work motivation theories”. “Never before and, some would argue,
never since has so much progress been made in Explicating the aetiology of work
motivation” (steers et al., 2004, pp380-383)

36. 36
Bassett-Jones & Lloyd (2005,p 932) suggests that the “content theorists led by
Herzberg, assumed a more complex interaction between both internal and external
factors, and explored the circumstances in which individuals respond to different
internal and external stimuli. On the other hand, process theory, where victor Vroom
was the first exponent considers how factors internal to the person result in different
behaviours. From the focus point of these two groups, one could observe that the
process theories attempt or try to understand the thinking processes an individual might
go through in determining how to behave in a workplace. The primary focus was on
how and why questions of motivation,how a certain behaviour starts, developed and
sustained over time.It is true that human behaviour in general is dynamic and could
affect the individual’spersonal altitude as well as factors surrounding that individual.
These exogenous factors eminent from the environment in which the individual
operates generate stimuli to employees.
It is my belief that employees in general are goal seeking and look for challenges and
expect Positive re-enforcement at all times. Hence it could only be of benefit if
organisations could provide these rewards and factors. Though I have discussed earlier
in this thesis that employees are financially motivated, motivation could be seen as a
moving target, as what Motivates differs among different people. And may even change
for the same person over a given period of time, developments within the modern
organisation has probably made Motivating employees ever more difficult due to the
nature of every individual, behaviourincreasing the complexity of what can really
motivate employees. According to Bassette-jones & Lloyd (2005,p.932) “expectancy,
equity, goal setting and reinforcement theory have resulted in the development of a
simple model of motivational alignment. The model suggest that once needs of
employees are identified, and organizational objectives and also satisfy employee needs
.If poorly aligned, then low motivation will be the Outcome”.
According to (Wiley, 1997,p264) “modern approaches to motivation may be organised
into three related clusters: (1) personality-based views (2) cognitive choice or decision
approaches and (3) goal or self-regulation perspective; where personality-based views
emphasize the influence of enduring personal characteristics as they affect goal choice
and striving. Workplace behaviour is posited to be determined by persons current need

37. 37
state in certain Universal need category. Cognitive choice approaches to work
motivation emphasize two determinant of choice and action; expectations, and
subjective valuation of the consequences associated with each alternative. These
expectancy value theories are intended to predict an individual choice or decision. Goal
framework to work motivation emphasis the factors that influence goal striving which
focuses on the relationship between goals and work behavior.
The assumption is that an employee’s conscious intentions (goals) are primary
determines of Task-related motivation since goals directs their thoughts and action”.
It is worth noting that an in-depth review of all the different theories mentioned above,
is beyond the scope of this thesis. However, the personality-based perspective of work
motivation within which Maslow need theory of motivation and Alders ERG theory
falls will provide the main support and serve as a foundation for the research reported in
this thesis. Specifically, as organizational scholars have paid a great deal of attention to
the idea that people are motivated to use their jobs as mechanisms for satisfying their
needs. This thesis intend to use Maslow’s hierarchy of need theory of motivation as a
foundation to identify the factors that motivate today’s employees, and in the process
determine a ranking order of factors that motivates these employees, the original
Maslow theory will be looked at more detail hereof.
History and Explanation of Maslow’s Hierarchy of Need Theory
The “motivation to work” published by Maslow probably provided the field of
organizational behaviour and management with a new way of looking at employees job
altitudes or behaviours in understanding how humans are motivated. Probably the best-
known Conceptualization of human needs in organizations has been proposed by this
theory. Abraham Maslow was a clinical psychologist, who introduced his theory based
on personal judgment which was generally known as the need hierarchy theory.
According to him if people grew in an environment in which their needs are not met,
they will be unlikely to function as healthy individuals or well-adjusted individuals.
This idea was later applied to organizations deemphasize the idea that unless employees
get their needs met on the job, they will not function’s effectively as possible.

38. 38
Specifically Maslow theorised that people have five types of needs and that these are
activated in a hierarchical manner. This means that these needs are aroused in a specific
order from lowest to highest, such that the lowest-order need must be fulfilled before
the next order need is triggered and the process continues. If you look t this in a
motivational point of vie Maslow’s theory says that a need can never be fully met, but a
need that is almost fulfilled does not longer motivate. According to Maslow you need to
know where a person is on the Hierarchical pyramid in order to motivate him/her. Then
you need to focus on meeting that person’s needs at that level (Robbins
2001)According to Greenberg and Baron (2003,p192) the five needs identified by
Maslowcorresponds with the three needs of Alderfers ERG theory. Where as Maslow
theory specifiesthat the needs be activated in order from lowest to highest Alder’s
theory specifies that theneeds can be activated in any order. His approach is much
simpler than Maslows. Alder specifies that there exist three main needs as opposed to
five postulated by Maslow. Thishuman basic needs include existence, relatedness and
growth. These needs according to Alderneed not necessarily activated in any specific
order and may be activated at any time. According to him Existence needs corresponds
to Maslow’s physiological needs and safety needs. Relatedness needs corresponds to
Maslow’s social needs and growth needs corresponds to esteem and self-actualization
needs by Maslow Below is a summary of these needs that in this thesis are divided into
Deficiency needs (Psychological, safety, social needs) and Growth needs (esteem, self-
actualization needs). Factors Explanation
� Physiological needs are the need at the bottom of the triangle and include the lowest
order need and most basic. This includes the need to satisfy the fundamental biological
drives such as food, air, water and shelter. According to Maslow organizations must
provide employees with a salary that enable them to afford adequate living conditions.
The rationale here is that any hungry employee will hardly be able to make much of any
contribution to his organization.
� Safety needs this occupies the second level of needs. Safety needs are activated after
Physiological needs are met. They refer to the need for a secure working environment

39. 39
free from any threats or harms. Organizations can provide these need by providing
employees with safety working equipment e.g. hardhats, health insurance plans, fire
protection etc. The rationale is that employees working in an environment free of harm
do their jobs Without fear of harm.
� Social needs: This represents the third level of needs. They are activated after safety
needs are met. Social needs refer to the need to be affiliated that is (the needed to be
loved and accepted by other people). To meet these needs organisations encourage
employees Participation in social events such as picnics, organisations bowling etc
� Esteem needs this represents the fourth level of needs. It includes the need for self-
respect and approval of others. Organisations introduce awards banquets to recognize
distinguished achievements
� Self-actualization: This occupies the last level at the top of the triangle. This refers to
the need to become all that one is capable of being to develop ones fullest potential. The
rationale here holds to the point that self-actualised employees represent valuable assets
to the organization human resource. Most research on the application of need theory
found that although lower-level managers are able to satisfy only their deficiency needs
on the jobs, managers at the top level of Organizations are able to satisfy both their
deficiency and growth needs (Greenberg &Baron 2003 p.194) this view was supported
by Shipley & Kelly (1988, p.18) Shipley & Kelly (1988, p.18) argue that as “need
satisfaction is an attitude, and that it isperfectly possible for a worker to be satisfied
with his/her need, but not be motivated the Reverse of which holds equally true. Hence,
need satisfaction and motivation are not synonymous and both need fulfillment and un-
fulfillment can have negative as well as positiveinfluence on motivation

40. 40
Organizational/managerialApplications of Maslow’sNeedtheory
The greatest value of Maslow’s need theory lies in the practical implications it has for
every Management of organizations (Greenberg & Baron 2003 p.195). The rationale
behind thetheory lies on the fact that it’s able to suggest to managers how they can
make their employees or subordinates become self-actualized. This is because self-
actualized employees are likely to work at their maximum creative potentials. Therefore
it is important to make employees meet this stage by helping meet their need
organisations can take the following Strategies to attain this stage
� Recognize employee’s accomplishments: Recognizing employee’s accomplishments
is an important way to make them satisfy their esteem needs. This could take the form
of awards, plagues etc.. According to (Greenberg & Baron 2003, p197) research carried
out in GTE Data services in Temple Terrace, Florida shows that awards are given to
employees who develop ways of improving customer’s satisfaction or business
performance. But it should be noted that according to Greenberg &Baron awards are
effective at enhancing esteem only when they are clearly linked to desired behaviours.
Awards that are too general fail to meet this specification.
� Provide financial security: Financial security is an important type of safety need. So
Organizations to motivate their employees need to make them financially secured by
involving them in profit sharing of the organization. In a research carried out with
AT&T and Wang showed that 50% of their employees received financial outplacement
services to assist laid-off employees in securing new jobs.
� Provide opportunities to socialize: Socializations is one of the factors that keep
employees feel the spirit of working as a team. When employees work as a team they
tend to increase their performance. Research conducted on IBM shows that it holds a
“family day” picnic each spring near its Armonk, New York headquarters.

41. 41
� Promote a healthy work force: Companies can help in keeping their Employees
physiological needs by providing incentives to keep them healthy both in health and
mentally. In a research carried out at the Hershey Foods Corporation and Southern
California Edison Company showed that Employees are provided with insurance
rebates with health lifestyles while extra premiums were given to those with risk habits
like smoking.
Criticisms of Maslow’s Needtheory of motivation
Maslow proposed that if people grew up in an environment in which their needs are not
meet,they would be unlikely to function healthy, well-adjusted individuals. Research
testingMaslow’s theory has supported the distinction between the deficiencies and
growth needs butShowed that not all people are able to satisfy their higher-order needs
on the job. Accordingthe results of the research managers from higher echelons of
organizations are able to satisfyboth their growth and deficiency needs lower level
managers are able to satisfy only theirdeficiency needs on the job. Maslow’s theory has
not received a great deal of support withrespect to specific notion it proposes
(Greenberg &Baron 2003, p195). To them this model is theorized to be especially
effective in describing the behavior of individuals who are high ingrowths need strength
because employees who are different to the idea of increasing their growth will not
realize any physiological reaction to their jobs. Centers & Bgental (1966, .193) in their
carried out among a cross-section of the Working population in Los Angeles, posited
survey “background factors, altitudes and aspirations affects workers needs,
expectations and situation assessment”. According to Graham &Messner (1998, p.196)
there are generally three major criticisms directed to the need theoryand other content
theories of motivation. (A) There is scant empirical data to support their conclusions,
(b) they assume employees are basically alike, and (c) they are not theories of
motivation at all, but rather theories of job satisfaction. This was supported by the views
of Nadler & Lawler (1979) in Graham &Messner (2000, p 188). Nadler & Lawler
(1979) cited in Graham & Messner (2000, p.198) where also critical of theneed theory

42. 42
of motivation. They argue that the theory makes the following unrealisticassumptions
about employees in general that: (a) all employees are alike (b) all situations arealike
and that (c) there is only one best way to meet needs. Another critic to this view
wasBasset-Jones & Lloyd (2004, p 961). Basset-Jones & Lloyd (2004, p 961) presents
that in general, critics of the need theory arguethat it is as a result of the natural feeling
of employees to take credit for needs met and dissatisfaction on needs not met.
Nonetheless and regardless of the heavy criticism levied at the hierarchy of need theory,
I Believe that this theory has a made a significant contribution in the field of
organizational behavior and management especially in the area of employee motivation
and remains attractive to both researchers and managers alike. The incorporation of the
need theory intothe work environment today could be as a result of the contributions
made so far by MaslowsHierarchy of need theory.
Empirical studies on employee motivation using the original and
Adapted Maslow’s model
If any person has to come up with the question that is there any need for employees
motivation? The answer to this type of question of-course should be simple-the basic
survival of every organization be it public or private limited before, today and in the
foreseeable future lies in how well its work force is motivated to meet the objectives of
the organization. This explains why the human resource department in today’s
organization is became a focus of its core functions. I think that motivated employees
are needed in this rapidly Business world where the principal-agent conflict is the issue
confronting most managers. Most organisationsnow consider their human resources as
their most valuable assets (a strategic or competitive advantage). Therefore, in order to
effectively and efficiently utilize this strategic asset, I believe managers and the
organization as a whole, must be able and willing to understand and hopefully provide
the factors that motivate its employees within the context of the roles and duties they
perform. This is because highly motivated employees are the cause of high productivity
levels and hence higher profits for the organization. Having noted this rationale the next
question one may ask are what factors motivated today’s employees”?

43. 43
According to Wiley (1997, p265) at some point during our lives, virtually every
person may have to work. He claims that working is such a common phenomenon that
the question “what Motivates people to work is seldom asked. Wiley went on to say that
“we are much moreLikely to wonder why people climb mountains or commit suicide
than to question themotivational basis of their work”,. Therefore, exploring the altitudes
that employees holdconcerning factors that motivate them to work is important to
creating an environment thatencourages employee motivation. From the much amount
of literature available on employee motivation, it is clearly evidentthat a lot of surveys
regarding employees and what motivates them have been undertaking.
These employee motivation surveys have been conducted in many different job
situations,among different categories of employees using different research methods
and applications. One of the very first survey to be conducted was on industrial workers
by (Hershey & Blanchard, 1969) over the years, similar or different survey employees
have been carried outsee (Kovach, 1987, 1993) (Wiley, 1995), (Lindner, 1998, 1999)
According to a research carried out by Kovach on industrial employees who were asked
torank ten “job rewards” factors based on personal preferences where the value 1
represented most preferred and 10 being the least preferred. The results were as follows
(1) full Appreciation of work done (2) feeling of being (3) sympathetic help with
personal problems(4) Job security (5) Good wages and salaries (6) interesting work (7)
promotion & Growth (8)employee’s loyalty (9) Good working conditions (10) tactful
discipline During the periods of (1946, 1981 & 1986) when employee surveys were
carried out, Supervisors were at the time asked to rank job rewards, as they taught
employees would rankthem. The rankings by the supervisors were relatively consistent
for each of the years. Theserankings were as follows: (1) Good wages (2) Job security
(3) promotion and Growth (4)working conditions (5) interesting work (6) personal
loyalty to employees (7) tactfuldiscipline (8) full appreciation (9) sympathetic help with
personal problems (10) recognition
(Kovach 1987 p.49-54) The results from the supervisor survey indicated that their
ranking had not changed over theStudy period with regards their collective perception
of factors that motivate employees. Thisshows that they had a very inaccurate
perception of what motivates employees but also thatthey did not realise the importance
of the need theory In a survey by Wiley (1997, p.278) in which approximately 550

44. 44
questionnaires were Administered to person employed at different industries and
divided into 5 subgroups, or Categories namely: (occupation, gender, income levels,
employment status and age) they were asked to rank 10 factors according to the level of
importance each is in motivating them toperform best with the most important factor
ranked 1 and the least important ranked 10th. The survey concluded with the following
collective rank order by respondents: (1) Good wages (2) full appreciation of work done
(3) job security (4) promotion (5) interesting work (6) company loyalty to employees
(7) Good working conditions (8) tactful discipline (9)recognition (10) sympathetic help
with personal problems
The results from a representative sample of the labour force in seven different countries
byHarpaz (1991 p.75) showed that the two most dominant work goals were “interesting
work “and Good wages”; He further concluded that these two factors were consistent
across different Organizational levels, between genders and age groups.Quinn (1997)
also cited in Harpaz (1991 p.311) concluded, “When the ratings of twenty three job
related factors (including the need factors) were carried out, the conclusion reached was
that no single factor was pre-eminently important”. He further pointed out that, “The
most aspect of the worker job was that of sufficient resources to perform a task. From
the above studies presented so far, the rankings by different subgroups have shown
semantic differences in the importance placed on different motivational factors. For
example (Kovach, 1987, Wiley, 1997 and Harpaz, 1990) .The discrepancies in these
research findings supports Nelsons (2001, p.2) positional view that “what motivates
employees differs and may change for the same employee over time”. It is appropriate
at this level to give a brief summary of the previous researches in this thesis. Even
though the original need hierarchy theory was presented some 50 years ago, some of its
if not all factors remain of significant importance to employees today. The large number
of earlier and recent studies investigating employee motivation using sometimes the
original or modified version of Maslow’s theory, may continue the appreciation of this
theory and the issue of employee motivation. The literature also shows that where the
original theory was lacking (short comings or criticised for), has been greatly taken into
consideration.

45. 45
Researchers have taken issues such as differences in gender, age, income, culture &
countries etc and how these may affect or influence employee work motivation
extensively. The commonality between these previous researches is the agreement that
certain factors are more important as motivational factors than others and that these
factors may change from one employee to another. These previous studies have also
been taken using different methods, from surveys, questionnaires, face-face interviews,
but their outcomes have not differed significantly. A possible explanation could be due
to the fact that even.

46. 46
2.3LIMITATION OF THE SUTDY
Time constraint was one of the limitations during the data collection.
Responses received were not free from respondent biases because of their apprehension
that it might affect their career

47. 47
CHAPTER 3
RESULTS, DISCUSSIONS, AND CONCLUSION
3.1 Analysis and Interpretation
Gender Frequency Percentage (%)
Male 31 77.5
Female 9 22.5
77%
23%
Gender
male
female

48. 48
Above table shows that 77% percent (n=31) respondent belongs to a male-group of
percent 23% (n=9)
Table no-5.2 Table show age wise distribution of respondent.
Age Frequency Percentage (%)
18 to 25 years 8 20
26 to 35 years 15 37.5
36 to 45 years 11 27.5
Above 45 years 6 15
Total 40 100

49. 49
Above table shows that 20% percent (n=08) respondent belongs to age-group of
18 -25, 37.5% percent (n=15) belongs to age-group of 26-35, 27.5% percent
(n=11) belongs to age-group of 36-45 while 15% percent (n=6) belongs to age-
group of above 45 years.
Table no-5.3 Table shows the educational qualification of the respondent.
Education Frequency Percentage (%)
S.S.S 18 45%
H.S.C 6 15%
Graduate 10 25%
Post Graduate 1 2.5%
20%
37.5%
27.5%
15%
percentage of age
18 to 25 years
26 to 35 years
36 to 45 years
Above 45 years

50. 50
Other 5 12.5%
Total 40 100%
Above table shows that 45% percent (n=18) respondent had their educational
qualification up to primary level, 15% percent (n=6) respondent had their educational
qualification up to secondary level, 22.5% percent (n=10) respondent had their
educational qualification up to higher secondary level, 12.5%percent (n=5) respondent
had their educational qualification up to graduation level while 05% percent (n=2)
respondent had their educational qualification up to post graduate level.
Table no- 5.4 Table shows the work of span of the respondent.
experience Frequency Percentage (%)
1 – 5 years 14 35%
45%
15%
22.5%
2.5% 13%
Education
S.S.S
H.S.C
Graduate
Post Graduate
Other

51. 51
6 – 10 years 12 30%
11 – 15 years 9 22.5%
Above 15 years 5 12.5%
Total 40 100%
Above table shows that 35% percent (n=14) respondent belongs to age-group of
1 – 5years, 30% percent (n=12) belongs to age-group of 6 – 10 years, 22.5%
percent (n=9) belongs to age-group of 11 – 15 years, while 12.5% percent (n=5)
belongs to age-group of above 15 years.
Table no- 5.5 Table shows present salary and incriment of the respondent.
Employee response Frequency Percentage (%)
Strongly agree 4 10%
35%
30%
23%
14%
Percentage work of span
1 – 5 years
6 – 10 years
11 – 15 years
Above 15 years

52. 52
Agree 27 67.5%
Uncertain 3 7.5%
Disagree 4 10%
Strongly disagree 2 5%
Total 40 100%
Above table shows that 10% percent (n=4) respondent with strongly agree, 67.5%
percent (n=27) respondent with agree, 7.5% percent (n=3) respondent with
uncertain,10% percent (n=4) respondent with disagree,5% percent (n=2) respondent
with strongly agree.
Table no-5.6 Table shows financial or financially related reward systemin my
organization.
10%
67%
8%
10%
5%
percentage ofpresent salary and incriment
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree

53. 53
Employee response Frequency Percentage (%)
Strongly agree 2 5%
Agree 22 55%
Uncertain 5 12.5%
Disagree 8 20%
Strongly disagree 3 7.5%
Total 40 100%
Above table shows that 5% percent (n=2) respondent with strongly agree, 55%percent
(n=22) respondent with agree, 12.5%percent (n=5) respondent with uncertain,20%
percent (n=8) respondent with disagree,7.5% percent (n=3) respondent with strongly
disagree.
5%
55%12%
20%
8%
percentage of financial or financially
related reward system
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree

54. 54
Table no- 5.7 Table shows working conditions are clean,pleasant & safe of
respondent.
Above table shows that 67.5% percent (n=27) respondent with strongly agree,
27.5%percent (n=11) respondent with agree, 0%percent (n=0) respondent with
uncertain,5% percent (n=2) respondent with disagree,0% percent (n=0) respondent with
strongly disagree.
67%
28%
0%
5%
0%
working conditions are clean,pleasant &
safe of respondent.
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
Employee response Frequency Percentage%
Strongly agree 67.5 65.5%
Agree 27.5 27.5%
Uncertain 0 0%
Disagree 5 5%
Strongly disagree 0 0%
Total 40 100%

55. 55
Table no-5.8 Table shows welfare facilities provided by the company.
Employee response Frequency Percentage (%)
Strongly agree 11 27.5%
Agree 25 62.5%
Uncertain 1 2.5%
Disagree 3 7.5%
Strongly disagree 0 0%
Total 40 100%
27%
62%
3%
8%
0%
percentage of walfere facilities
Strongly agree
Agree
Uncertain
Disagree
Strongly agree

56. 56
Above table shows that 27.5% percent (n=11) respondent with strongly agree,
62.5%percent (n=25) respondent with agree, 2.5%percent (n=1) respondent with
uncertain,7.5% percent (n=3) respondent with disagree,0% percent (n=0) respondent
with strongly disagree.
Table no-5.9 Table shows policies and procedures of respondent.
Employee response Frequency Percentage (%)
Strongly agree 10 25%
Agree 22 55%
Uncertain 3 7.5%
Disagree 5 12.5%
Strongly disagree 0 0%
total 40 100%
25%
55%
7%
13%
0%
percentage ofpolicies and procedures
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree

57. 57
Above table shows that 25% percent (n=10) respondent with strongly agree,
55%percent (n=22) respondent with agree, 7.5%percent (n=3) respondent with
uncertain,12.5% percent (n=5) respondent with disagree,0% percent) respondents with
strongly disagree.
Table no 5.10 Table shows relation with my superior peer and subordinates of
Respondent.
Employee response Frequency Percentage(%)
Strongly agree 34 85%
Agree 6 15%
Uncertain 0 0%
Disagree 0 0%
Strongly disagree 0 0%
total 40 100%

58. 58
Above table shows that 85% percent (n=34) respondent with strongly agree,
15%percent (n=6) respondent with agree, 0%percent uncertain, disagree, strongly
disagree.
Table no 5.11 Table shows supervisor take interest in our problem, well being
future
Employee response Frequency Percentage(%)
Strongly agree 7 17.5%
Agree 30 75.5%
Uncertain 3 7%
Disagree 0 0%
Strongly disagree 0 0%
total 40 100%
85%
15%
0% 0% 0%
policies and procedures of respondent
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree

59. 59
Above table shows that17% percent (n=7) respondent with strongly agree, 75%percent
(n=35) respondent with agree, 8%percent (n=3) respondent with uncertain,
0%percent , disagree, strongly disagree.
Table no 5.12 Table shows setting and achieving challenging goal
Employee response Frequency Percentage(%)
Strongly agree 5 12.5%
Agree 29 72.5%
Uncertain 04 10%
Disagree 02 05%
Strongly disagree 0 0
Total 40 100%
17%
75%
8%
0% 0%
superviser take intrest in our problem, well
being future
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree

60. 60
Above table shows that 12% percent (n=5) respondent with strongly agree, 73%percent
(n=29) respondent with agree, 10%percent (n=4) respondent with uncertain5% percent
(n=2) respondent with disagree,0% percent) respondents with strongly disagree.
Table no 5.13 Table shows recognized and praised for my good performance
Employee response Frequency Percentage(%)
Strongly agree 5 12.5%
Agree 25 62.5%
Uncertain 03 7.5%
Disagree 07 17.5%
Strongly disagree 0 0
12%
73%
10%
5%
0%
setting and achieving challenging goal
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree

61. 61
total 40 100%
Above table shows that 12% percent (n=5) respondent with strongly agree, 62%percent
(n=25) respondent with agree, 8%percent (n=3) respondent with uncertain18% percent
(n=7) respondent with disagree,0% percent) respondents with strongly disagree.
Table no 5.17 Table show organization helps me in all possible way to know my
12%
63%
8%
17%
0%
recognized and praised for mygood
performance
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
Employee response Frequency Percentage (%)
Strongly agree 8 20%
Agree 28 70%
Uncertain 1 2.5%
Disagree 03 7.5%

62. 62
Above table shows that 20% percent (n=8) respondent with strongly agree, 70%percent
(n=28) respondent with agree, 2.5%percent (n=1) respondent with uncertain7.5%
20%
70%
4%
8%
0%
organizationhelps me in all possible way to
know my
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
Strongly disagree 0 0%
Total 40 100%

63. 63
percent (n=3) respondent with disagree,0% percent(n=0) respondents with strongly
disagree.
Table no 5.18 Table show organization we are a given a chance to our present our
ideas & the same is give due weight age in decision making
Employee response Frequency Percentage (%)
Strongly agree 0 0%
Agree 22 55%
Uncertain 0 0%
Disagree 10 25%
Strongly disagree 8 20%
Total 40 100%

64. 64
Above table shows that 0% percent (n=0) respondent with strongly agree,
55%percent (n=22) respondent with agree, 0%percent (n=0) respondent with
uncertain25% percent (n=10) respondent with disagree, 20% percent (n=8) respondents
with strongly disagree.
Table no 5.19 Table show management of our calls for active participation of the
employee in the dat to day function of the organization
0%
55%
0%
25%
20%
organizationwe are a given a chance to our
present our ideas & the same is give due
weight age in decision making
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
Employee response Frequency Percentage (%)
Strongly agree 10 25%
Agree 25 62.5%
Uncertain 5 12.5%
Disagree 0 0%

65. 65
Above table shows that 25% percent (n=10) respondent with strongly agree,
62%percent (n=25) respondent with agree, 13%percent (n=5) respondent with
25%
63%
12%
0% 0%
management of our calls for active
participation of the employee in the dat to
day function of the organization
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
Strongly disagree 0 0%
Total 40 100%

66. 66
uncertain0% percent (n=0) respondent with disagree, 0% percent (n=0) respondents
with strongly disagree.
Table no 5.20 Table show prestige of my organization outside company is good
Employee response Frequency Percentage (%)
Strongly agree 4 10%
Agree 36 90%
Uncertain 0 0%
Disagree 0 0%
Strongly disagree 0 0%
Total 40 100%

67. 67
Above table shows that10 % percent (n=4) respondent with strongly agree, 90%percent
(n=36) respondent with agree, 0%percent (n=0) respondent with uncertain0% percent
(n=0) respondent with disagree, 0% percent (n=0) respondents with strongly disagree.
Table no 5.21 Table shows I am getting maximum pleasure from my work
10%
90%
0% 0% 0%
prestige of my organizationoutside
companyis good
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
Employee response Frequency Percentage (%)
Strongly agree 28 70%
Agree 7 17.5%
Uncertain 0 0%
Disagree 5 12.5%
Strongly disagree 0 0%

68. 68
Above table shows that70 % percent (n=28) respondent with strongly agree,
17%percent (n=7) respondent with agree, 0%percent (n=0) respondent with
70%
19%
0% 13%
0%
I am getting maximumpleasure from my
work
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
Total 40 100%

69. 69
uncertain12.5% percent (n=5) respondent with disagree, 0% percent (n=0) respondents
with strongly disagree.
Table no 5.22 Table shows added authority and responsibility to present job will be
more interesting and rewarding
Employee response Frequency Percentage (%)
Strongly agree 10 25%
Agree 22 55%
Uncertain 05 12.5%
Disagree 03 7.5%
Strongly disagree 0 0%
Total 40 100%

70. 70
Above table shows that25 % percent (n=10) respondent with strongly agree,
55%percent (n=22) respondent with agree, 12.5%percent (n=5) respondent with
uncertain7.5% percent (n=5) respondent with disagree, 0% percent (n=0) respondents
with strongly disagree
Table no 5.23 Table shows authority toencourage juniors is quite common in my
organization
25%
55%
12%
8%
0%
added authority and responsibility to
present job will be more interestingand
rewarding
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
Employee response Frequency Percentage (%)
Strongly agree 7 17.5%
Agree 25 62.5%
Uncertain 0 0%
Disagree 05 12.5%
Strongly disagree 03 7.5%

71. 71
Above table shows that17 % percent (n=7) respondent with strongly agree,
62%percent (n=25) respondent with agree, 0%percent (n=0) respondent with
17%
63%
0%
12%
8%
authority to encourage juniors is quite
common in my organization
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
Total 40 100%

72. 72
uncertain13% percent (n=5) respondent with disagree, 8% percent (n=3) respondents
with strongly disagree
Table no 5.24 Table shows job contet and responsibilities are appropriate
Employee response Frequency Percentage (%)
Strongly agree 7 17.5%
Agree 25 62.5%
Uncertain 2 5%
Disagree 04 10%
Strongly disagree 02 5%
Total 40 100%

73. 73
Above table shows that17 % percent (n=7) respondent with strongly agree,
62%percent (n=25) respondent with agree, 5%percent (n=2) respondent with
uncertain10% percent (n=4) respondent with disagree, 5% percent (n=2) respondents
with strongly disagree
Table no 5.25 Table shows organization tries to make the job more challenging which
prevents us from getting bored on the job
17%
63%
5%
10%
5%
job contet and responsibilitiesare
appropriate
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
Employee response Frequency Percentage (%)
Strongly agree 8 20%
Agree 23 57.5%
Uncertain 3 7.5%

74. 74
Above table shows that20 % percent (n=8) respondent with strongly agree,
57%percent (n=23) respondent with agree, 8%percent (n=3) respondent with
uncertain10% percent (n=4) respondent with disagree, 5% percent (n=2) respondents
with strongly disagree
20%
58%
8%
10%
5%
organizationtries to make the job more
challenging which prevents us fromgetting
bored on the job
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
Disagree 04 10%
Strongly disagree 02 5%
Total 40 100%

75. 75
Table no 5.26 Table shows appropriate workis given to me according to my skill and
potential
Employee response Frequency Percentage (%)
Strongly agree 4 10%
Agree 20 50%
Uncertain 2 5%
Disagree 8 20%
Strongly disagree 6 15%
Total 40 100%

76. 76
Above table shows that10 % percent (n=4) respondent with strongly agree,
50%percent (n=20) respondent with agree, 5%percent (n=2) respondent with
uncertain20% percent (n=8) respondent with disagree, 15% percent (n=6) respondents
with strongly disagree
Table no 5.27 Table shows leadership also influences the level of motivation
10%
50%
5%
20%
15%
Appropriatework is given to me according
to my skill and potential
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
Employee response Frequency Percentage (%)
Strongly agree 3 7.5%
Agree 17 42.5%
Uncertain 3 7.5%

77. 77
Above table shows that7 % percent (n=3) respondent with strongly agree,
42%percent (n=17) respondent with agree, 8%percent (n=2) respondent with
8%
42%
7%
38%
5%
leadership also influences the level of
motivation
Strongly agree
Agree
Uncertain
Disagree
Strongly disagree
Disagree 15 37.5%
Strongly disagree 2 5%
Total 40 100%

78. 78
uncertain38% percent (n=8) respondent with disagree, 5% percent (n=2) respondents
with strongly disagree
3.2 FINDING FROM THE STUDY
 Most of respondent 37.5 % (n=15) were belongs to age-group of 26 -35 Years,
 Most of respondent 45 % (n=18) had their educational qualification up to s.s.c,
 Majority of the respondent 35 % (n=14) works in span of (1-5) years.
1. Employee motivation information
 Majority of respondent 67.5% (n=27) agree whit present salary and increment.
 Majority of respondent 55% (n=222) agree whit financially related reward
system
 Majority of respondent 67.5 % (n=27) were strongly agree with working
condition.
 Majority of respondent 62.5 % (n=25) were agree with welfare facilities and.
27.5 % (n=11) were strongly agree with welfare facilities
 Majority of respondent 85 % (n=34) were relation with superior peers and
subordinates are good.
 Majority of respondent 75.5% (n=30) were supervisors take interest in our
problem.
 Majority of respondent 72.5 % (n=29) were enjoy setting and achieving
challenging goal.
 Majority of respondent 62.5% (n=25) were recognized and praised for my good
performance.
 Most of respondent 57.5 % (n=23) clear and effective system of performance
appraisal & career development.
 Majority of respondent 77.5% (n=31) agree whit right opportunities in this
organization for my personal growth and promotion.
 Majority of respondent 70% (n=28) were organization helps me in all possible
20%(n=8) organization helps me in all possible .

79. 79
 Majority of respondent 62.5% (n=25) agree and 25% (n=10) strongly agree for
management of our calls for active participation of the employee in the day to
day functions of the organization
 Most of respondent 90 % (n=36) agree and 10% (n=4) strongly agree were
organization outside company is good.
 Majority of respondent 70 % (n=28)I am getting maximum pleasure from my
work
 Majority of respondent 55% (n=22) were added authority and responsibility to
present job will be more interesting and rewarding.
 Most of respondent 62.5% (n=25) delegation of authority to encourage juniors is
quits common in my organization.
 Most of respondent 62.5% (n=25) were my job content and responsibilities are
appropriate for me.
 Majority of respondent 75% (n=30) were appropriate work is given to me
according to my skill and potential
 Most of respondent 42.5% (n=17) were agree and 37.5% (n=15) for disagree
leadership also influences the level of motivation.
3.2 SUGESSTION AND RECOMMENDATION
 In the Madhur dray employees feel that the salary structure is very good
but give amount is not satisfactory. 55%of the employees are satisfied by
their salary and increment, financial reward. as it is very low rate
 The higher number of employees (85%) has given strongly agree. It
means in madhur dray the belongingness o employees are very good.
They have a good relationship with everyone.
 65% of employees are satisfied with recognition programs and
performance appraisal system. But 35%of the employee is still feeling

80. 80
that the performance appraisal system and recognition programmer are
not proper. Hence HR department should know why the employees are
not satisfied whit the performance appraisal system and which type of
recognition program me they want in future.
 The higher numbers of employees have given positive response but still
there is scope for improvement.
 The HR department should make the job more challenging. Exciting and
meaningful by the factor like goal setting. Creative work. Job rotation.
Skill diversity.
3.3 CONCLUSION
Motivation is an aspect which covers almost all the employee from the managing
directors to his peon. The motivation is a live issue for all.

81. 81
Motivation is psychological concept. Motivation is not a cause but rather the effect or
result of many going awry. Motivation drifters from person to person, industry to
industry, level of education age, nature of work etc. Motivation may be range from very
high to very low.
By this study it is clear that various faction which influences motivation and
productivity of the employees each as Social Security measures, welfare facilities,
salary status, Bonus, heath condition, shift system and recognition of work are getting
much importance.
Several approaches to motivation are available. Early theories are too simplistic in their
approach towards motivation. The content theories. Maslow’s need hierarchy.
Herzberg’s two-factor model and alder’s erg approach are very popular
To conclude employee motivation plays very important role in every organization.
Good employee motivation helps to success of the organization. Unless an employee
has poor motivation if always a possibility of employee disharmony and also affect
some thrumming of the organization.
From the financial and nonfinancial reward system make motivation in complete
picture. Form this we learn that how we applied the concept of motivation for the
progressive result of company

82. 82
CHAPTER 4
APPENDICES
4.1Questionnaire
As a part of my dissertation, I am conducting a research on motivation. This
questionnaire is part of the research project & I solicit your co-operation for
the same. I assure that the information will be used for academic purpose
only and shall be kept confidential.
(1) Name:
(2) Sex: male [ ] female [ ]
(3) Age:
(4) Designation:
(5) Education:
a. Ssc [ ]
b. Hsc [ ]
c. Graduate [ ]
d. Post graduate [ ]
e. Other: [ ]
(6) Work on span:
1 to 5 years [ ]
6 to 10 years [ ]
11 to 15 years [ ]
More than 15 years [ ]

83. 83
(7) I am satisfied with the present salary and increment given to me.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(8) I think that financial or financially related reward system in my
organization is fair and satisfactory.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(9) I feel that working conditions are clean, pleasant & safe in my
organization.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(10) I feel that my welfare facilities provided by the company are
adequate and provide satisfaction to me.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

84. 84
(11) I am aware with policies and procedures to the company and I find
that satisfactory.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(12) My relation with my superior peers and subordinates are good.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(13) Supervisors take interest in our problem, well being and feature.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(14) I enjoy setting and achieving challenging goal.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]

85. 85
5) Strongly disagree [ ]
(15) I am recognized and praised for my good performance.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(16) There is a clear and effective system of performance appraisal &
career development.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(17) I feel that my job has enough learning opportunities which will help
me in career advancement.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(18) I think there are right opportunities in this organization for my
personal growth and promotion.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]

86. 86
4) Disagree [ ]
5) Strongly disagree [ ]
(19) My organization helps me in all possible way to know my abilities,
capabilities, present performance and prospect for improvement.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(20) In our organization we are a given a chance to our present our
ideas & the same is given due weight age in decision making.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(21) The management of our calls for active participation of the
employees in the day to day functions of the organization.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(22)The prestige of my organization outside company is good.
1) Strongly agree [ ]

87. 87
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(23) I feel that I am getting maximum pleasure from my work.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(24) I feel that the added authority and responsibility to present job
will be more interesting and rewarding.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(25) Delegation of authority to encourage juniors is quite common in
my organization.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(26) My job content and responsibilities are appropriate ( not over
loaded or not under loaded) for me.

88. 88
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(27)My organization tries to make the job more challenging which
prevents us from gel ting bored on the job.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(28) I think that appropriate work is given to me according to my skill
and potential.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]
(29)I believe that leadership also influences the level of motivation.
1) Strongly agree [ ]
2) Agree [ ]
3) Uncertain [ ]
4) Disagree [ ]
5) Strongly disagree [ ]

89. 89
4.2 REFERENCES
1. "Financial Results: Honda Motor Company" (PDF). April 2014. Retrieved20
December 2014.
2. "Financial Results: Honda Motor Company" (PDF). April 2013. Retrieved 26
April2013.
3. ^ "FY2012 FY12 Financial Results: Honda Motor Company". May 2011.
Retrieved15 June 2011.
4. Grant, Robert M.; Neupert, Kent E. (2003). Cases in contemporary strategy
analysis(3rd ed.). Wiley-Blackwell. ISBN 1-4051-1180-1. Retrieved 12
November 2010
5. Johnson, Richard Alan (2005). Six men who built the modern auto
industry.MotorBooks International. ISBN 0-7603-1958-8. Retrieved 12
November 2010
6. Miller, Edward (18 April 2008). "FIRST MOTORCYCLE AIRBAG EARNS
TAKATA AND HONDA 2008 AUTOMOTIVE NEWS PACE INNOVATION
PARTNERSHIP AWARD". Honda.com. Retrieved 28 July 2009.
7. "Harga Honda Mobilio". Mobilio. Retrieved 22 November 2009.
8. "The History of Honda". Cars-directory.net. Retrieved 22 November 2009.
9. "World motor vehicle production OICA correspondents survey without double
counts world ranking of manufacturers year 2011" (PDF).
10. Le top 20 des entreprises les plus innovates du monde, Challenges, 22 October
2013 Ross, Jeffrey N. (29 January 2014). "Honda is first Japanese carmaker to
be a net-exporter from US". Autoblog. Retrieved 25 July 2014.
11 Alexander, Jeffrey W. (2008), Japan's Motorcycle Wars: An Industry History,
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