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Transcript of Employee Motivatio Project
Project Report
A training report submitted in partial fulfilment of the requirements
for the award of the Degree of Master of Business Administration
(Industry Integrated), New Delhi Institute of Management Studies.
Gauhati University on
“Employee motivation in Sahara India Pariwar”
Under the organisation supervision of:
Miss. Kakoli Kishore
Sahara India Pariwar.
Prepared and Submitted:
Shruti Nigam
G.U. Registration No. 1001- 090 of 2010-2012
1
Students Declaration
I hereby declare that the Training Report conducted at
Sahara India Pariwar,
Under the supervision of
Miss. Kakoli Kishore
Submitted in Partial fulfilment of the requirements of the
degree of
Master of Business Administration (Industry
Integrated)
To
New Delhi Institute of Management Studies
Gauhati University
Is my original work and the same has not been submitted for the
award of any other Degree/ diploma/ fellowship or other similar titles
or prizes
Place:
Shruti Nigam
Date:
Reg. No.1001-090
2
Index
Contents Page no.
3
Acknowledgement
Preface
Company Profile
Project Topic: Employee Motivation
2
3
4 - 30
31 – 57
Acknowledgement
Summer training is the important part of MBA course, both as a link
between theory and actual industrial practices as well as an
4
opportunity for hands on experience in a corporate environment. I
therefore, consider myself fortunate to receive the training in an
esteemed organisation Sahara India Pariwar.
I would like thank Sahara India Pariwar for giving me this
opportunity to understand the dynamics of the industry.
Yet the opportunity could not have been utilized without the
guidance and support of many individuals who although held varied
positions, but were equally instrumental for successful completion of
my summer training. I would like to take this opportunity to express
my humble gratitude to Ms. Kakoli Kishore for her kind support and
guidance.
It would be unfair on my part if i fail to extend my heartfelt gratitude
to training and development section of corporate HR.
In addition to this i would also like to express gratitude to the
respected faculty member for their invaluable inputs and direction
that rendered success of the training.
I would also like to express my heartfelt thanks to my family and all
the persons who gave me valuable guidance and support in every
stage throughout the phase of my entire project work.
Preface
5
Employees are company’s most important assets. They can make or
break the fortunes of a business. In today’s highly competitive
business environment, employees should be given ample
opportunities for their self development.
The ever changing business environment has engendered a
continuous evolution in the working environment within
organisations which have seen the emergence of and increasing
emphasis on the employee welfare aspect.
In today’s corporate work culture, the employee welfare activities
are being accorded with the status of a separate function which is
usually carried out by the HR/ Administration Department.
This report is based on the understanding of the existing policies
and the introduction of the new policies which are for the welfare of
the employees of Sahara India Pariwar.
6
Introduction
Sahara India Pariwar is a major entity on the corporate scene having
diversified business interests that include Finance, Infrastructure
and Housing, Media and Entertainment, Consumer Products,
Manufacturing, Services and Trading.
“WE CHASE QUALITY, QUANTITY CHASES US”
Before
Present
Established in 1978 from
Gorakhpur.
With 3 workers.
With 15 dependents only.
With a asset of only 2000
only.
With 1 establishment.
With no trade union.
Headquarters at Lucknow.
With 9.10 lac workers.
With the 45.50 lac
dependents.
With a asset of
50,000crore.
With1707 establishments.
With no trade union.
7
With no owner. With no owner.
Important Points:
The employees at Sahara India Pariwar greet each other by
saying “Sahara Pranaam”
Sahara India Pariwar has been official sponsors of the Indian
Cricket Team and Indian Hockey team.
Sahara holds a Guinness world record for planting 125,256,
trees by 1400 volunteers.
Conducts mass marriage ceremony of 101 underprivileged
girls every year.
SAHARASHRI
8
Sahara India Pariwar – Philosophy “Collective
Materialism”
In any human relationship, it becomes imperative to take into
consideration the materialism aspect of life – we do so but by giving
it second priority. The first priority is given to emotional aspect and
with perfect blending. Of materialism with emotionalism results in
continuous, collective growth for collective sharing and caring. That
gives an impetus to our philosophy – “collective materialism”
On the basis of this philosophy of Collective Materialism they have
always given importance to fact of profit earning is in the
quantitative aspect where as the proper utilisation of profit is the
quantitative aspect.
Profit Sharing
Awards
and
achievements of Subrata Roy
The ITA TV ICON Award (2007)
Mother Teresa Millennium award for renowned Industrialist (2005)
9
Global Leadership award (2004)
Businessmen of the year award (2002)
Best Industrialist (2002)
National citizen award (2001)
Karmveer Samman (1995)
Baba-e-rozgar (1992)
Noble citizen award (1986)
Saharasri has also written two books “ Shanti, Sukh, Santushti” and “Maan samman
Atmasamman” on the philosophy of life.
Basic Principles
SAHARA INDIA PARIWAR believes and works according to the following
principles:
Emotion before Economics
Principles before Profit
Values before Wealth
Man before Money
Country before Religion
Quality before Quantity
Conscience before Corporation
10
Family before Fortune
OVERVIEW
Sahara India Pariwar is a major entity on the corporate scene having diversified
business interests that include Finance, Infrastructure & Housing, Media &
Entertainment, Consumer Products, Manufacturing, and Services & Trading.
Quality is our essence and we, at Sahara India Pariwar , have always stressed on the
Qualitative aspect. Consequently in this run for quality, quantity has always pursued
us. We look forward to reaching the zenith and reaffirm our commitment to the
process of sound nation-building. “We chase Quality & Quantity chase us ,is the main
motto of Sahara India Pariwar.
Core Commitments - Our Strength
Emotion
Emotion is in Performance of genuine duties towards the loved ones
primarily in their benefit, from their point of view. EMOTION is THE
KEY that generates the required energy and enthusiasm for desired
quality performance.
11
Discipline
The enthusiastic obedience of laws and orders, which are given by
the rightful authority.
Duty
The enthusiastic obedience of laws and orders, which are given by
CONSCIENCE.
No Discrimination
Never should we discriminate in any of our actions, reactions,
attitudes, decisions, conclusions, in any of our expressions while
caring for the six health’s of other human beings, namely physical,
material, mental, emotional, social and professional health’s.
Quality
Results from honoring Rules, Regulations, Commitments, Values,
Fairness, Performance of Duties by honestly balancing one's own
and others' reasonable point of view in the matters of Material &
Emotional aspects.
Give Respect
To definitely make others feel important and respected by giving
sincere regard to others' feelings, reasonable wishes & thoughts
with an open and receptive mind and warmth.
Self-Respect
To develop a sense of respect for oneself in others' mind, that is to
generated warm feelings for oneself among others on a
continuous basis.
12
Truth
Means total transparency in action, reaction, attitude and all other
expressions and the conviction to follow the right course.
Collective Materialism
Means to progress and prosper together for collective sharing and
caring and not individually or for a select group.
Religion
There is a religion higher than religion itself - it is NATIONALITY. We
may practice our religion in the confines of our homes, but outside,
we should be Indians and only Indians. Nationality is thus above
religion but HUMANKIND is above Nationality.
Absolute Honesty
People generally manipulate and deceive for achieving their
unreasonable desires and greed if others do not or can not see, hear
or understand. But we firmly believe that our mind inside knows the
truth and we should be absolutely honest to our mind inside and
accordingly our actions, reactions, directions, decisions and all our
expressions should be present in all human dealings.
Collective Social Responsibility
13
Sahara India Pariwar is committed to make determined efforts to help India emerge as
a developed nation. It has always acted as a catalyst in the developmental projects.
Bharat Parva -
It is a religion higher than religion itself- it is the Indian Nationality. It is celebrated on
every 26th January and 15th August with a spirit of gaiety.
Utsav yatra –
Sahara Utsav yatra (year 2002) was the journey with “Bharat Mata” to catalyse the
feelings of nationalism within every Indian. The yatra encompassed more than
24,000km , covering over 400 destinations across India in two phases.
Our Social Concern
14
Sahara welfare foundation, the social development unit of Sahara India Pariwar, is
engaged in social welfare projects, alleviating people’s sufferings and bringing to
them new rays of hope and a brighter tomorrow. The projects of Sahara Welfare
Foundation focus on women and disabled who are economically marginalised and
deprived people and communities irrespective of age , caste, class, gender or race are
able to participate activity in the process of their development so that they may lead a
life of dignity and respect.
Sports and cultural Activities
Sporting activities are among the most spirited healthy and energetic facets of our
society. Sahara India Pariwar has been the official sponsor of the Indian Cricket Team
from the year 2001 onwards, Asia’s oldest football league, Calcutta Football League,
official sponsor of Indian Team since 2003 and patronized “ sheeshmahal” cricket
tournament which is one of the oldest summer cricket tournaments of India. Sahara
bagged the much converted Indian Premier League franchise and it’s team, Sahara
Pune Warriors is now port of very prestigious cricket league. New Indian Premier
League team named as warriors which means fighters.
15
WHAT
A commitment of Sahara India Pariwar to the genuine needs and rights of anybody &
everybody - Be it to a depositor, newspaper reader, consumer .... all business
associates and Sahara India Family Members.
NEED
India needs effective consumer protection and protection of workers' genuine rights.
There are various agencies, promising protection & action. But no external body can
provide justice unless the company becomes 'QUALITY CONSCIOUS' WITH
STRICTLY NO DISCRIMINATION POLICY AND JUSTICE CONSCIOUSNESS
as its very dominating nature.
MOTTO
We not only believe but practice NO DISCRIMINATION, JUSTICE & HIGH
QUALITY - means enthusiastic, productive performance of duty "KARTAVYA'
towards the consumer', workers' genuine satisfaction.
AIM
To provide justice - be it a matter of the tiniest imperfection or injustice in our
COMMITMENT - products or services. direct or indirect, short term or long term.
16
WHERE
Kindly rush your grievances/suggestions or any queries related to Sahara India
Pariwar to the nearest Sahara establishment and/or to:
Business Activities
Sahara India Life Insurance Company Ltd.
The first wholly Indian Owned Private Life Insurance Company with presence in
most parts of the country. It has a team of well-trained and committed professional
advisors with special focus on rural areas and the less affluent segments of the Indian
society. The company offers an exhaustive range of competitive products that caters to
individuals of all ages and segments along with prompt and quality customer services
and support.
Sahara India Life Insurance Company Ltd. (SILICL) is today the first wholly Indian-
owned Life Insurance Company in the private sector. We launched our operations on
17
SAHARA INDIA
PARIWAR
30 October 2004 after being granted license to operate as a life insurer in India by
Insurance Regulatory and Development Authority on 6 February 2004.
Finance
The range of Categories:
Unit Linked Plans
Pension Plan
Children Plan
Money Back Plan
Endowment Plan
Term Assurance Plan
Group Insurance Plans
We also offer Accident Benefit and Critical Illness Riders. SILICL has been set up
with the state-of-the-art technology. Leading Actuarial consultants M/s Watson Wyatt
Consulting Pvt. Ltd. train our officials on Actuarial VIP software system and other
matters including product development and pricing.
SAHARA ASSET MANAGEMENT COMPANY PRIVATE LIMITED
A Disciplined and Professional Fund House in Asset Management
18
With a view to offering its investors, a mutual fund that is truly mutual, Sahara
Mutual Fund has established itself as a transparent and professional Fund House.
The Fund House endeavors to provide professional expertise to its investors in
managing their mutual fund investments, diversify their portfolios and reduce their
investment risks by focusing on superior Risk Adjusted returns. Sahara Mutual Fund
offers products in the equity and debt segments to its investors namely Sahara Tax
Gain Fund, Sahara Growth Fund, Sahara Mid cap Fund, Sahara Wealth Plus Fund,
Sahara Infrastructure Fund, Sahara Power & Natural Resources Fund, Sahara Banking
& Financial Services Fund, Sahara Super 20 Fund, Sahara Star Value Fund, Sahara
Liquid Fund, Sahara Gilt Fund, Sahara Income Fund, Sahara Short Term Bond Fund,
Sahara Interval Fund and Sahara Classic Fund.
All the schemes have shown consistent superior performances over various time
periods.
Infrastructure
19
• Sahara Housing finance Corporation Limited
• A National Housing Bank regulated & BSE listed company. In India, housing
finance market is around Rs. 1, 20,000 cores (USD 25,000 million) with a growth
rate of around 20%.
• Sahara Housing finance Corporation Limited was founded in August 2002 with its
registered corporate office at Kolkata. SHCL commenced retail-lending business in
May 2004 with professionals from the industry and fully integrated on-line systems
solution backed by strong procedures and underwriting standards. Today we operate
from four regions viz. Kolkata, Lucknow, Hyderabad and Mumbai and have a branch
each in Kolkata, Asansol, Siliguri, Lucknow, Gorakhpur, Pune, Hyderabad,
Vijaywada and Mumbai. We serve our clientele through our attractive and competitive
home loan schemes. Specially tailored schemes for the allotters of Sahara City Homes
are also being worked out. We are expanding our business by increasing the number
of business
Real Estate
SAHARA CITY HOMES: The world's largest chain of integrated townships ranging
20
from approx. 80-300 acres offering amenities superbly matched to international
standards being developed in number of Tier I, Tier II & Tier III cities across India. A
Sahara City Homes Integrated township shall typically consist of a gated community
with residential units in the form of apartment towers, townhouses and individual
houses together with the following facilities and amenities :-
• Air-conditioned Township
• A centrally air-conditioned School imparting a thoughtful combination of academic
curriculum, personality development & extracurricular activities
• A Hospital providing multi-specialty high-end secondary care with state-of-the-art
medicine facility centre
• A Mall-cum-Multiplex with an ideal combination of lavish showrooms, designer
outlets and convenience stores
• A Hotel having state-of-the-art international class facilities with dedicated executive
clubs
• A well-equipped Club and Community Centre having facilities for indoor/outdoor
games, swimming pool and a fitness centre
• Multi Level Security with State-of-the-art centralized control station and Centralized
electronic control room with high boundary wall & high grill fencing on top
• Central Park equipped with floodlights (hence playable day & night) - a mega venue
with sprawling greenery to provide space and ambience in the heart of the township
• Large multi-disciplinary sports playground
21
• A large swimming pool, skating rink, wave pool, food joints and change rooms having
conveniences and shower nearby
• Club and Community Centre having the facilities of indoor and outdoor games,
swimming pool and a well-equipped fitness centre for aerobics, gymnasium, sauna
and Jacuzzi.
Hospitality
SAHARA STAR, MUMBAI
A world-class 5-Star Hotel spread over 7.42 acres and located adjacent to the Mumbai
domestic airport, it is the flagship hotel project of Sahara India Pariwar. Currently, it
has 210 guest rooms, 13 suites and 9 restaurants which is expandable to 412 rooms
and 13 restaurants. It contains some of the best modern features like World's largest
pillar less clear-to-sky dome of its kind, World's first Hemisphere-shaped Glass
Elevators, Marine Aquarium, Lagoon area, Inward and Outward facing rooms, Glass
Roof rooms, Spacious Parking and shall have amenities like Sahara Health and
Wellness Centre, Multi-cuisine restaurants and Preview theatre.
Health care
22
• SAHARA HOSPITAL, LUCKNOW
A state-of-the-art, multi-specialty, tertiary care hospital providing
world class facilities with more than 50 super specialties and latest
generation equipments under one roof. This hospital got operational
in February 2009 and is currently operating with approximately 350
beds, including 120 bed Critical Care Infrastructure and expandable
to 554 beds. It is spread on 31 acres and contains ultra-modern
centre for preventive and alternative medicines like Ayurveda,
Homoeopathy, Naturopathy and Yoga for Holistic approach
Media
Entertainment Channel
SAHARA ONE : 24 hours digitally encrypted Entertainment Channel
spread globally.
• FILMY : 24 hours digitally encrypted Movie Channel
23
• Cinema Production
SAHARA ONE MOTION PICTURES : Has always provided a platform
for unique and quality cinema and continues its quest to entertain
all kind of audience. It has released over 35 films and won 5 National
Awards
• Film City
Developing world-class film city on around 100 acres of land with an
investment of
180 cores (USD 41.74 million) approximately and with an Academy.
• SAMAY : Round-the-clock free-to-air National Hindi news channel.
National Regional News Channel
SAHARA SAMAY
SAHARA SAMAY: Round-the-clock 36 city specific Regional news
channels. New channel
Sahara One
24
Sahara Filmy
Sahara Firangi
Sahara Samay
Aalmi Sahara
Sahara Samay NCR
Sahara Mumbai
Sahara Samay M.P/Chattisgarh
Sahara Samay Bihar/Jarkhand
Sahara Samay U.P/Uttaranchal
Print Media
Sahara has also forayed into the print medium.3 In print industry Sahara has one
national weekly magazine in English, 7 ions of Hindi Daily Newspaper Rashtriya
Sahara, nine ions of Urdu Daily Newspaper Roznama Rashtriya Sahara and one
International Urdu Weekly.
Rashtriya Sahara
25
Lucknow
Gorakhpur
Kanpur
New Delhi
Dehradun
Patna
Varanasi
Sahara Time
Roznama Rashtriya Sahara
Aalmi Sahara
Bazm-e-Sahara
Tourism
Under its tourism business Sahara has launched Sahara Global - an integrated travel
and tourism service provider for domestic and international services
Handicrafts
26
Araria Jute Project: Is engaged in creating diversified jute products e.g.
Blankets, Carpets, Floor covering, Handicrafts, Jute Chappals etc.
Kasturi Handicrafts: Retail Store Chain offering apparel for Women, Home
Furnishings, Silk Carpets and Rugs, Fashion Accessories, Jewellery of Gold & Silver,
Precious Stones and Artificial Jewellery, Chandeliers, Marble, Wooden, Stone and Art
Metal ware and Leather Products.
Recognitions
The Brand Trust Report listed Sahara in the top 100 most trusted brands of India. The
report was published by Trust Research Advice.
27
Corporate Human Resource in Sahara
India.
The various functions being performed in the HR department of
Sahara India Pariwar are as follows:
Manpower Planning
Recruitment
Training and development
Payroll Management
IR and Legal
Statutory Cell
Welfare
Provident Fund
Full and Final settlement
HR Initiatives
Dak and Dispatch
Time Office
Manpower Planning : Manpower planning cell is the major cell of
corporate HR. The activities being performed in this cell serve as a
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root to other activities of corporate HR and also the end process
activities are reported to this cell.
Recruitment : Recruitment is the process of finding and attracting
applicants for employment, process begins with new recruiters are
sought and ends when submitted. The result is a pool of applicants
from which new employees are selected.
Training and Development : The objective of training and
development function is to transform the employees for becoming
more productive by enhancing their knowledge, skills and attitude in
order to achieve performance excellence and creating the
atmosphere of continuous learning and development.
Payroll Management : This particular section deals with all salary
or payment to employee related matters. Payroll deals with 3 types
of payments.
1. Salary : Salary is given to those employees who are appointed on the
base of their experience.
2. Stipend: Stipend is paid to those employees who are either fresher
or are in their probation period.
29
3. Daily Wages : Daily wages are payment on daily basis. They are
made to those employees whose services requirement can be arisen
anytime depending upon the situation.
IR and Legal : IR and Legal section is that of organisations which
deals in with all the disciplinary issues of the company. Another
major issue in which the company deals in with is unauthorised
absence.
Statutory Cell : In this cell the legal matters are looked into. Legal
matters, issues related to the workers of the organisation, which are
to be looked into, being under the governmental parameters.
Welfare : This cell deals in the welfare of the employees working in
the company. It looks into the policies regarding their benefits of the
directly and indirectly towards even the lowest cadres of the
organisation.
1. Education facility
2. Leave travel allowance
3. Marriage help
4. Festival advance
5. Medical help
6. Security fund scheme
30
Provident Fund : Provident Fund is a record maintained by the
organisation for its employees. It is now opened on the day of
joining of the employee. Each month entry is made in the PF account
of the employee by sacrificing a particular amount from his/her
salary.
Full and Final Settlement : To settle down all the funds (payable)
to the kartavya yogis after their from the services.
1. Provident Fund
2. Gratuity
3. Payables
4. Pension
HR Initiatives : This is a department takes care of all the initiatives
taken by and in the HR department. It looks after all the policy
formulation and changes in the policies of the employees of the
organisation. Besides this HR initiative conducts a couple of exams
for the employees of the Sahara India are as follows:
1 MPIR (Maha Parva Interim relief): This exam is conducted quarterly
in a year across India. It is conducted both online and on interview
basis. It is mandatory for all the new employees up to the level of
Assistant manager. It is conducted with the coordination of Sahara
Next.
31
2 Promotional Exam: This exam is of all the IT employees. It is
mandatory for them to attempt it unless they become programmers.
The main purpose behind the conduction of this exam is to keep a
check on the technical knowledge of the employee.
Dak and Dispatch : The objective of the function is to monitor the
correspondence made by the kartavyayogis of corporate HR. It
involves the database management regarding the incoming and
outgoing correspondence of the department.
Function:
1. Online Attendance Management.
2. Attendance Register Maintenance.
3. Leave managnament.
Employee Motivation
Management’s basic job is the effective utilization of human resources for
achievements of organizational objectives. The personal management is concerned
with organizing human resources in such a way to get maximum output to the
enterprise and to develop the talent of people at work to the fullest satisfaction.
Employee motivation is one of the major issues faced by every by organisation. It is
the major task of every manager to motivate his subordinates or to create the will to
work among the subordinates. A manager has to make appropriate use of motivation
to enthuse the employees to follow them. Motivation is an important function in every
32
organisation.
Motivation is a dynamic HR process. It is important to motivate the
employees and get the desired efforts from them to achieve
organisational objectives. While motivating any person the
organisation has to take care about the intrinsic and extrinsic needs
of the employees. One of the most important duties of the modern
manager is to get things done through people. He has to bring the
employees into contact with the organisation in such a way that the
objectives of both groups are achieved. He must know how to utilise
human as well as non-human resources while translating goals into
action.
Human Resources are heterogeneous. They consist of many
different individuals; each of whom has a unique personality, a
combination of different emotional responses to different stimuli,
and different values, attitudes, motives and models of thought.
33
Human beings behave in widely differing and complicated ways.
Their reactions to promise, praise or criticism.
Modern employees are better educated, possess greater skills, have
more sophisticated technology available for their use.
A human being himself determines what he contributes. If is
motivated, he will work for an organisation more efficiently and
effectively.
What is Motivation?
“Motivation is the process of boosting the morale of employees to encourage them to
willingly give their best in accomplishing assigned tasks”
Motivation is the set forces that cause people to behave in different
ways.
Motivation is a process of governing choices. This process may be
“internal or external”to the individual, that arouses enthusiasm, and
persistence to pursue a certain course of action. Motivation process
starts with a physiological or physiological deficiency or need that
activities behaviour or drive that is aimed at a goal or incentive.
Motivation is a behavioural syndrome. If the gap gets reduced
employees feel motivated and contribute their best for achieving
organisations objective.
34
Motivation process follows defined steps, which as a continuum,
need to be periodically reviewed and strategized to ensure its
proper renewal. This helps to maintain the motivation of employees,
which is evident from their behavioural congruence, matching
organisational objectives. Need deficiency centres on extrinsic and
intrinsic needs. Extrinsic needs are those which are related to
material and tangible gains. Increased pay, incentives, bonus, better
medical facilities, better retirement benefits are the extrinsic needs.
Intrinsic needs are needs which are related to mental satisfaction
and are abstract in nature. Increased status, challenge, sense of
belonging, scope for growth and creativity.
Motivation is an internal feeling: motivation points to energetic
forces within individuals that drive them to behave in certain ways
and, to environmental forces trigger these drives.
Motivation produces goal- directed behaviour: motivation has got a
profound influence on human behaviour, it harness human energy to
organisational requirements. There is the notion of goal orientation
on the part of individuals; their behaviour is directed towards
something.
Motivation is either negative or positive: positive motivation offers
something precious to the person in the is of additional pay,
incentives, praise, for satisfactory performance. Negative motivation
or stick approach emphasises penalties while controlling
performance.
35
Motivation means bargaining: Behaviour is what people do.
Motivation is why they do it. It focuses on workers and organisations
endeavouring to find what payouts to workers in exchange for what
degree of corporation from workers will be satisfactory to both
parties.
Before motivation motive comes. Motive is the inner state that
activates and directs the behaviour of individuals towards certain
goals.
Motivation is a complete process
1. Motive is hypothetical construct. It cannot be seen. We observe
individuals putting effort.
2. Individual may have a host of needs that are continuously changing
and, sometimes in conflict with each other. It becomes difficult to
measure motivation.
3. People satisfy their needs in many ways.
4. Promoting an employee to a new and more challenging task may
intensify the drive to work harder in anticipation of the next
promotion.
36
5. Goal directed behaviour does not always lead to need satisfaction.
Generalised model of motivation process
Importance of motivation
The success an organisation depends on how efficiently managers
are able to motivate their subordinates.
1. Productive use of resources : Modern organisations work through
physical, financial and human resources. The utilisation of physical
and financial resources depends on the willingness of people to
work. Motivation enables people to convert physical and financial
resources into useful products.
2. Increased efficiency and output : Motivation enables people to work
enthusiastically. Motivation bridges the gap between the ability to
work and the willingness to perform wholeheartedly to thereby
increase the overall efficiency and output.
3. Achievement of goals : Motivation causes goal-directed behaviour. It
helps people to move in a desired direction and earn rewards. If
37
motivation
Behaviour
Goal
Tension
Reduction
Need
people are not motivated properly motivated, no useful purpose can
be served by planning, organising and staffing functions.
Development of friendly relations: Motivation brings employees closer to the
organisation. The needs of employees are met through attractive rewards, promotional
opportunities. Their morale is increased and they take interest in the organisation.
Determinants of Motivation
There are three types of forces which generally influence human behaviour.
1. Forces operating within the individuals.
2. Forces operating within the organisation.
3. Forces operating within the environment.
Individual : Human needs are, both numerous and complex. Each
person is different and variety of items may prove to be motivating,
depending upon the needs of the individuals. It is the duty of the
manager to match the needs and expectations to the type of
rewards available.
Organisations: The climate of the organisation must be conductive
to human performance. Climate plays an important part in
determining workers motivation. The organisation climate is
determined by a number of variables such as its leadership style.
Environmen t: Culture, norms, customs, images and attributes
accorded by society to particular jobs, professions and occupations
and the workers home life. An individual may prefer to do the job of
38
an officer rather than serve as a college teacher. Such factors social
status, social acceptance plays an important role in motivating of
people.
Theories of Motivation
Motivation theory has evolved through three different eras:
traditional approach, the human relations approach and the human
resource approach. The traditional approach to employee motivation
is best represented by scientific management philosophy. The
approach believed that management knew more about the jobs
being performed than the workers did. The human approach
relations stated that employees have strong social needs. If they are
involved in organisational work, they can exercise self- direction and
self- control. Social needs are more important than money in
motivating employees. It states that people are capable of making
genuine contribution if proper conditions exist.
Three types of theories have evolved, to capture the essence of
these approaches namely, content theories, reinforcement theories
and process theories.
Content theories : Offers insight into the needs of people in
organisations and help managers understands how need can be
satisfied in the workplace. This theory offers ways to profile or
39
analyze individuals to identify the needs that motivate their
behaviour.
Process theories : Focuses on why people choose certain
behavioural options to satisfy their needs and how to evaluate their
satisfaction after they have satisfied these goals. Seek to
understand the thought processes that take minds of people and act
to motivate their behaviour.
Reinforcement theories : focuses on employee learning of
desired behaviours. They argue that behaviour that results in
rewarding consequences is likely to be repeated, whereas behaviour
that results in punishing consequences.
Content Theories
Maslow Hierarchy of Needs Theory
Maslow Hierarchy of needs theory proposes that people are
motivated by multiple needs and that these needs exist in a
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hierarchical order. The essential components of the theory may be
stated:
Adult motives are complex: No single motive determines behaviour,
a number of motives operate at the same time.
Needs form a hierarchy: Lower level needs must at least partly be
satisfied before higher level needs emerge. A higher order need
cannot become an active motivating force until the preceding lower
order need is essentially satisfied.
A satisfied need is not a motivator: A need that is unsatisfied
activates seeking behaviour.
There is a distinction between needs: Higher level needs can be
satisfied in many more ways than the lower level needs.
People seek growth: They want to move up the hierarchy of needs.
No person is content at the physiological level.
Types of needs
1. Physiological needs : Physiological needs are the biological needs
required to preserve human life; these needs include food, clothing
and shelter. These needs must be met at least partly before higher
level needs emerge. They exert a tremendous influence on
behaviour. They are the most powerful of motivating stimuli. These
take precedence over the other needs. Physiological needs
dominate when all needs are unsatisfied. Physiological needs have
certain features in common:
They are relatively independent of each other.
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They can be identified with a particular organ of the body.
Physiological needs are essentially finite. An individual demands
only a particular amount of these needs.
They must be met repeatedly within relatively short time periods to
remain fulfilled.
Satisfaction of physiological needs is usually associated not with
money itself. The value of money diminishes as one goes up the
hierarchy.
2. Safety needs : Once physiological needs become relatively well
gratified, the safety needs begin to manifest them and dominate
human behaviour. These include:
Protection
Economic safety
Desire for orderly, predictable environment.
The desire to know the limits of acceptable.
Maslow stressed emotional as well as physical safety. Organisations
can influence these security needs either positively – through
pension schemes, insurance plans- or negatively by arousing fears
fired or laid off.
3. Higher safety needs : The love needs: After the lower needs have
been satisfied, the social or love needs become important
motivators of behaviour. Social needs tend to be stronger for some
people than for others and stronger in certain situations. Social
needs have certain features in common:
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They provide meaning to work life. Individuals are not treated as
glorified machine tools in the production process. They seek
affiliation because they desire to have beliefs confirmed.
Social needs are regarded as secondary because they are not
essential to preserve human life. They are nebulous because they
represent needs of the minds and spirit, rather than of the physical
body.
Social needs are substantially infinite.
Social needs are primarily satisfied through symbolic behaviour of
psychic and social content.
4. Esteem needs : Esteem needs are two fold in nature: self esteem and
esteem of others. Self esteem needs include those for self
confidence, achievement, competence, self respect, knowledge and
for independence and freedom. The second group of esteem needs
are those that are related to ones reputation: needs for status,
recognition, appreciation and the deserved respect of ones fellows.
Esteem needs have certain features in common:
They do not become motivators until lower level needs are
reasonably satisfied.
These needs are in satiable: unlike lower other needs, these needs
are rarely satisfied.
Satisfaction of esteem needs produces feelings of self confidence,
worth, strength, capability and adequacy.
The modern organisation offers few opportunities for the satisfaction
of these needs to people at lower levels in the hierarchy.
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5. Self – Actualisation needs : These are the needs for realizing ones
own potentialities for continued self development. Self actualisation
is the desire to become what one is capable of becoming. Self
actualisation is a growth need. Self actualisation needs have certain
features in common:
The specific form that these needs take will vary greatly from person
to person
Self realisation is not necessarily a creative urge. It does not mean
that one must always create poems, novels, paintings, and
experiments.
The way self- actualisation is expressed can change over the life
cycle.
These needs are continuously motivational.
These needs are psychological in nature and are substantially
infinite.
The conditions modern life give only limited opportunity for these
needs to obtain expression.
Evaluation
Theoretical difficulties: The need hierarchy theory is almost a non
testable theory. This theory has received consistent support some of
the propositions are totally rejected, while others receive mixed and
unquestionable support.
Research methodology: It is a clinically derived theory and its unit of
analysis is the individual.
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Needs crucial determine of behaviour: the concept of needs is
introspective in nature. It is difficult to catalogue the multifarious
needs of individuals. The assumption that needs is the factors.
Individual differences: Individuals differ in the relative intensity of
their various needs. Different people have different needs.
The theory is a set whole of factors affecting individual need
structure race, position in authority structure. Managers do not have
substantial amount of time for each employee in the Maslow need
priority model. The need priority model is useful because of its rich,
comprehensive view of needs. The theory is still relevant because
needs no matter how they are classified are important for
understanding behaviour.
Alderfers ERG model
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Alderfers ERG theory is a less restrictive model of the motivation
process. It represents a simplification of Maslow’s need priority
theory, noise but by reducing only by reducing the number of need
categories but by removing the restriction about the activation of
needs in any hierarchal order.
When an individual is continuously frustrated in his attempts to
appease his growth needs and an individual may redirect his efforts
toward these lower level needs.
There is a difference and a similarity between the two theories:
Similarities:
The overall structure of need is the same. This theory is only a
reconfigured need hierarchy model. Both models deal with
movements upward in the hierarchy.
Differences:
This theory provides a specific mechanism for downward movement
in the hierarchy which Maslow does not provide. According to this
theory in addition to satisfaction progression, frustration regression
can also occur if you fail to satisfy needs at a certain level.
Physiological needs: Extrinsic needs required to preserve human
life. They include all what Maslow termed as physiological needs
relating to material safety.
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Social needs: They refer to all socially intended needs that is how
people relate to their surrounding social environment. These include
the need for meaningful social and interpersonal relationships.
Esteem self actualisation needs: Growth needs they reflect the
individuals desire to be self confident, productive and creative; the
desire to engage in tasks that require the full utilisation of abilities
and that develop additional capabilities/ skills.
Achievement motivation theory
Some people have an intense desire to accomplish and show
excellence. Achievement, power and affiliation are three important
needs that help to understand human motivation in organisational
settings.
Power : this is the need to dominate, influence and control people.
Power speaks about the ability to manipulate or control the activities
of others. People with a high need for power look for positions of
leadership. They like to set goals, make decisions and direct
activities.
Affiliation need : the need for affiliation is a social need, for
companionship and support, for developing meaningful relationships
with people. Persons who have high need for affiliation view the
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organisation. They are motivated by jobs that demand frequent
interaction with co-workers. Such people are not likely to succeed
well at tasks that force them to work in isolation.
Achievement need : This is the need for challenge, for personal
accomplishment and success in competitive. A person with a high
need for achievement has the three distinct characteristics:
Achievers prefer jobs Personal Responsibility
That offer Feedback
Moderate Risks
High achievers flourish in competitive situations. They prefer
challenging assignments. They are willing to work hard and want
jobs that stretch their abilities fully. They are not motivated by
money. Theory has a significant implication for managers. If the
needs of employees can be measured accurately, organisations can
improve the selection and placement processes. People with high
need foe achievement may be placed on challenging, difficult jobs.
People with a high need for power may be trained foe leadership
positions. If the organisation is able to achieve a fit between need
intensities and job characteristics, improved performance is
guaranteed.
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Herzberg’s two factor theory
The theory originally was derived by analysing “critical
incidents”written by 200 engineers and accountants in nine different
companies in Pittsburgh Area USA. Herzberg and his associates
conducted extensive interviews with the professional subjects in
study. The research approach was simplistic and built around the
questions. This approach has been repeated many times with a
variety of job holders. The result indicated that when people talked
about feeling good or satisfied they mentioned features intrinsic to
the job and when people talked about dissatisfaction with the job
they talked about factors extrinsic to the job.
Hygiene Factors (Maintenance Factors)
Hygiene factors represent the need to avoid pain in the
environment. They are not an intrinsic part of job, but they are
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related to the conditions under which a job is performed. They are
associated with negative feelings. They are environment related
factors, Hygiene. They must be viewed as preventive measures that
remove sources of dissatisfaction from the environment. Hygiene
factors produce no growth in worker output but they prevent loss in
performance caused by work restriction.
Motivators: Motivators are associated with positive feelings of
employees about the job. They are related to the content of the job.
They make people satisfied with the job. If managers wish to
increase motivation and performance above average level, they
must enrich the work. Motivators are necessary to keep job
satisfaction and job performance high.
Differences in Maslow’s and Herzberg’s
Motivation theories
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Issue Maslow Herzberg
Type of theory
The satisfaction
performance
relationship
Effect of need
satisfaction
Descriptive
Unsatisfied needs
energise behaviour.
A satisfied need is
not a motivator.
Prescriptive
Need cause
performance.
A satisfied need is
not a motivator.
Need order
Effect of pay
Effect of needs
View of motivation
Worker level
Hierarchy of needs
Pay is a motivator
All needs are
motivators
Macro view- deals
with all aspects of
existence.
Relevant for all
workers.
No hierarchy
Pay is not a
motivator
Only some needs are
motivators.
Macro view- deals
primarily with work
motivation.
Probably more
relevant foe white
collar professionals.
Herzberg’s Contribution
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Hertzberg’s two factor theory has made a significant contribution
toward improving manager’s basic understanding of human
behaviour. He drew attention of managers to the importance of job
content factors in work motivation which had been neglected
previously. The theory focuses too much attention on satisfaction or
dissatisfaction rather on the performance level of the individual.
Much importance is not given to such factors like status, pay, and
interpersonal relationships. Motivation, satisfaction and performance
are all separate variables and relate in different ways from was
assumed by Herzberg.
Theory X and Theory Y
Theory X
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Theory X contends that people have inherent dislike of work and will
avoid it, whenever possible. Most people, being lazy, prefer to be
directed, want to avoid responsibility and are relatively unambitious.
They must be coerced, controlled, directed or even threatened with
punishment to get them to work towards organisational goals.
External control is clearly appropriate for dealing with such
unreliable, irresponsible and immature people. Managers have to be
strict and authoritarian, if subordinates are to accomplish anything.
Theory X assumes that lower- order needs dominate human
behaviour.
Theory Y
Theory Y presents a much more optimistic view of human nature. It
assumes that people are not, by nature, lazy and unreliable. They
direct themselves towards objectives if their achievements are
rewarded. Most people have the capacity to accept, even to seek
responsibility as well as to apply imagination, ingenuinity, and
creativity to organisational problems. If the organisational goals
climate is conductive, people are eager to work, and they derive a
great deal of satisfaction from work, and they are capable of doing a
good job. Theory Y assumes that higher- order needs dominate
human behaviour.
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Equity Theory
Adams equity theory is one of the popular social exchange theories
and is, the most rigorously developed statement of how individuals
evaluate social exchange relationships. It is probably the clearest of
the process theories.
Major components of the equity theory
Person: These are the people who perceive themselves in relation
to other people.
Other: These are the people that are the basis of the comparisons
made.
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Inputs: These are the total of the individuals assets brought to the
work environment. They include educational level, work experience,
skills and talents.
Outcomes: These are all the outcomes or rewards individuals derive
from their jobs. They include pay, benefits, promotional
opportunities and status.
Expectancy theory
Expectancy theory is one of the most ambitious theories developed
in the area of organisational behaviour. It accommodates a number
of motivational determinants in its theoretical framework. It is one of
the most complete theories for detailing not only people feel and
behave but also why they react also.
It is sufficiently general so as to be useful in a wide variety of
situations. It considers employee needs, organisational rewards, and
task performance, as well as their contingency relationships in
particular works situations.
Key Variables in the model
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The expectancy theory is based upon a relation- economic view of
people. It views people as having their own needs and expectations
of what they desire from their work
They use these to decide on which company to join and how hard to
work on the job.
The theory assumes that people are decision- makers who choose
among alternatives by selecting the one that appears most desirable
at the times. Motivation depends on the situation facing people and
how it satisfies their desires.
There are three factors under which expectancy theory is built:
Valence: People have preferences (valences) for various outcomes
or incentives that are potentially available to them. Valence refers to
the personal value workers place on the rewards they believe they
will receive performing. The valence is the value person places on
the rewards that he expects to receive from the organisation. It
reflects the strength of a person desire for or attraction to the
outcome of a particular course of action.
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Expectancy: Expectancy refers to the perceived relationship
between a given level of effort and a given level of performance. It
refers to the extent to which the person believes that his efforts will
lead to the first level outcome (performance).
Instrumentality: It refers to the relationship between performance
and rewards. It provides answer to such questions. A workers belief
about the likelihood of being rewarded in accordance with his level
of performance. It refers to the person’s perception of the
relationship between high performance and promotion. The
willingness to expand effort depends on the negative or positive
valence attached to an outcome. Expectancy and valence combine
multiplicatively to determine motivation. The expectancy theory
emphasises expected behaviours and is concerned with
expectations. It makes a strong argument in favour of having
rewards contingent upon successful performance. Vroom’s
expectancy theory appears to be the most popular motivation
theory.
Goal Setting Theory
Motivation is a result of rational and intentional behaviour. The
direction of the behaviour is a function of the goals individuals set,
and their efforts toward achieving these goals. These goals should
be moderately difficult. They should be a type that employee will
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accept and commit to accomplishing. Goal commitment is the
dedication which individuals extend toward reaching the set
objective.
The theory maintains that relevant and challenging goals which take
care of individual’s capabilities should be developed. The process is
facilitated by the involvement of workers in organisational goal
setting.
Reinforcement theory
The reinforcement theory states that behaviour that results in
rewarding consequences is likely to be repeated, whereas the
behaviour that results in punishing consequences is likely to be
repeated. “Reinforcement is anything that causes a given behaviour
to
Be repeated or inhibited”
There are four types of reinforcement:
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Positive reinforcement: It is a method of strengthening behaviour with rewards or
positive outcomes after desired behaviour is performed.
Negative reinforcement: Sometimes it is termed as avoidance, learning, negative
reinforcement occurs when unpleasant or undesirable situation is removed or
withdrawn.
Extinction: Extinction is an effective method of controlling undesirable behaviour.
It refers to non reinforcement. It is based on the principle that if a response is not
reinforced it eventually disappear. Extinction is a behavioural strategy that does not
promote desirable behaviours but can reduce undesirable behaviours.
Punishment: Punishment is a control device employed in organisations to
discourage and reduce annoying behaviours of others. Punishment reduces the
response frequency; it weakens the behaviour.
Behaviour modification
Organisation behaviour modification is the name given to the set of techniques by
which reinforcement theory is used to modify human behaviour.
“Organisation behaviour modification is the systematic reinforcement of desirable
work behaviour and the non- reinforcement or unwanted work behaviour”
There are four steps of behaviour modification
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Define the target behaviour
Develop performance goals
Assess performance progress
Match performance with employees.
How to motivate employees
Recognise individual differences: Every employee has different needs. They also
differ in term of attitude, personalities and other variables.
Match people to jobs: People with high growth needs perform better on challenging
jobs.
Use goals: Provide specific goals. Make people understand that they can achieve the
goals in a smooth way.
Morale and Productivity
Morale refers to the positive feelings of an employee toward his
work, colleagues, employer and the organisation. Morale building is
an important job of every manager because high morale makes the
work more pleasant and helps in improving productivity, rewards.
High productivity by using scientific management, time studies and
close supervision.
Conclusion
The study concludes that, the motivational program procedure in Sahara India Pariwar
is found effective but not highly effective. The study on employee motivation
highlighted so many factors which will help to motivate the employees. The study was
conducted among 15 employees and collected information through structured
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questionnaire. The Study helped to findings, which were related with employee
motivational, programs which are provided in the Sahara India Pariwar.
The performance appraisal activities really play a major role in motivating the
employees of the organization. It is a major factor that makes an employee feels good
in his work and results in his satisfaction too. The organization can still concentrate on
specific areas which are evolved from this study in order to make the motivational
programs more effective. Only if the employees are properly motivated- they work
well and only if they work well the organization is going to benefit out it. Steps should
be taken to improve the motivational programs procedure in the future. The
suggestions of this report may help in this direction.
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