PIMT MANDI 16-11-2009 ASSINGMENT-
GOBIND
ON
GARH
PUNJAB
EMPLOYEE MOTIVATION IN AN ORGANIZATION
SUBMITTED TO---MS. VANDANA SHARM S HARMA A
SUBMITTED SUBMITT ED BY SUHAIL AKHTER MBA-I(B)
MOTIVATION Motivation is the activation or energization of goal-oriented behaviour. Motivation may be intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used to describe the the caus causes es for for anim animal al beha behavi viou ourr as well well.. Thi his s artic icle le refers to huma uman motiv iva ation. ion. Acco Ac cord rdin ing g to vari variou ous s theo theori ries es,, moti motiva vati tion on may be rooted in the basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, hobby, hobby, goal, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, altruism, morality, morality, or avoiding mortality. mortality.
MOTIVATIONAL CONCEPT Intrinsic Intrinsic motivation motivation comes from rewards inherent to a task or activity itself - the enjoyment of a puzzle or the love of playing. This form of motivation has been studied by socia sociall and and educ educati ation onal al ps psyc ycho holo logi gist sts s si since nce the early 1970s. Research has found that it is usually associated with high educational
achi achiev evem emen entt and and enjo enjoym ymen entt by st stud uden ents ts.. Intrinsic motivation has been explained by Fritz Fritz Heider' Heider's s attribut attribution ion theory, theory, Bandur Bandura's a's work on self-efficacy, self-efficacy, and Ryan and Deci's cogn cognit itiv ive e eval evalua uati tion on theo theory ry.. Stud Studen ents ts are are likely to be intrinsically motivated if they: Extrinsic Extrinsic motivation motivation comes from outside of the performer. performer. Money is the most obvious example, but coercion and threat of punishment are also common extrinsic motivations. In sports, the crowd may cheer on the performer, which may motivate him or her to do well. Trophies are also extrinsic incentives. Competition is in general extrinsic because it encourages th e perf erformer to win and and bea beat othe thers, not not to enjoy the intrinsic rewards of the activity. Social psychological research has indicated that extrinsic rewards can lead to over justification and a subsequent reduction in intrinsic motivation. In one study demo emonstrati tin ng this effect ect, childre dren who expected to be (and were) rewarded with a ribbon and a gold star for drawing pictures spen sp entt less less ti time me pl play ayin ing g wit ith h the the draw drawin ing g mate materia rials ls in su subs bsequ equen entt obse observ rvat atio ions ns than than children who were assigned to an
unexpected reward condition and to children who received no extrinsic reward.
COCA-COLA
INTRODUCTION Coca-Cola is the most popular and biggestselling soft drink in history, as well as the
best-known product in the world. Created in Atlanta, Georgia, by Dr. John S. Pemberton, Coca Coca-C -Co ola was fi firs rstt offe offere red d as a foun founta tain in beve bevera rage ge by mixi mixing ng Coca Coca-C -Col ola a sy syru rup p with with carbonated water. Coca-Cola was introduced in 1886, patented in 1887, registered as a trademark trademark in 1893 and by 1895 it was being sold in every state and territory in the United
States.
Company
In
began
1899,
The
franchised
Coca-Cola bottling
operations in the United States. Coca-Cola might owe its origins to the United States, bu t
its
popularity
has
made
it
truly
universal. Today, we can find coca-cola in virtually every part of the world. The CocaCola Company mark arkets more than 2600 bev beverag erage e prod produc ucts ts and and oper operat ates es in more more than 200 countries. This includes sparkling and and st stil illl beve bevera rage ges, s, su such ch as wate water, r, ju juic ices es
and juice drinks, teas, coffees sports drinks and energy drinks. Four of the top five spar sp arkl kling ing bevera beverage ge brand brands s are: are: CocaCoca-co cola la,, diet coke, Sprite and Fanta. Available in the following flavors: Cola, Cola Green Tea, Cola Lemon, Cola Lemon Lime, Cola Lime, Cola Orange and Cola Raspberry.
AWARDS: AWARDS: GOld Olden Peac eacock Nation ional Qualit ity y Award ard 2003 Vijayawada ada, Coca-Cola
Marc arch
13,
Beverages
2004: Private
Hin ind dus usta tan n Limited
(HCCBPL) announced that its Atmakuru unit in Guntur District, Andhra Pradesh has been awar awarde ded d the the pres presti tigi giou ous s "Gold Golden en Peac Peaco ock National Quality Award 2003" for excellent
qual ualit ity y stand andard ards, high producti ctivity and Community relationships. Golden
Peacock
National
Quality
Award
Division
President,
2004 Coca-Cola
India
Mr.
Sanjiv Gupta(seen top, extreme right in the photo photogr graph aph)) receiv receiving ing the the Gold Golden en Peaco Peacock ck National Quality Award 2004 along with the Coca-Cola team at the 15th World congress on Total Quality in Mumbai on January 14, 2005. Govern ernment
Ackno cknow wledge dges
Coca-Cola’s
Concern for The Disabled Chennai Chennai 16th August 2004: Hindustan CocaCola Beverages Pvt. Ltd. has been honoured as the ‘BEST PRIVATE COMPANY’ in the State by the Government of Tamil Nadu for its
contribution
to
the
communities
in
providing
employment
opportunities
to
physically challenged people. Patna Unit wins CSR Award 2004-05! Patn Patna a Unit Unit has bee been awar awarde ded d 'Co 'Corpo rporate rate Soci Socia al Resp Respo ons nsib ibil ilit ity y Award ward'' for for the the year ear 2004 05 by the J.M. Institute of Speech and Hearing, Patna. The award was given to the Patna
Uni t
for
the
continued
support
prov provid ided ed towa toward rds s upli uplift ftme ment nt of phys physic ical ally ly challenged children. Worl World d Env Enviro ironmen nmentt Foun Founda dati tion on Award wards s 2005 Golden Peacock Environment
Management
Award
to
Kaladera unit The The Worl World d Envi Enviro ronm nment ent Foun Founda datio tion n (WEF (WEF)) awar awarde ded d the the pres presti tigi giou ous s Golde olden n Peac Peaco ock Environment
Management
Award
2005
(GPEMA) to the Coca-Cola bottling plant at
Kaladera, near Jaipur, in recognition of its world-class environment practices.
The
Golden
Peacock
Environment
Management Award The GPEMA is designed to encourage and recognize
effective
env enviro ironmen nmenta tall
implementation
manag anagem emen entt
sys sy stem tem
of and
this this achie achieve veme ment nt has has been been made made poss possibl ible e by the plants adherence to Coca-Colas total quality
program
Quality
system
called (TCCQS).
The
Coca-Cola
TCCQS
is
all
encom encompas passi sing ng mana manage geme ment nt sy syst stem em (Tot (Total al Quality) Quality) covering covering environment environment management management and other business aspects such as safety and loss Prevention (SLP), product quality, packaging
quality,
process
capability
improvement and customer satisfaction.
Coca-Cola honoured with 'Best Management Award'
by
th e
Government
of
Andhra
Pradesh Hind Hindus usta tan n Coca Coca-C -Col ola a Beve Bevera rage ges s Pv Pvt. t. Ltd. td. has
been
honoured
with
the
'BEST
MANG MANGEM EMEN ENT T AWAR AWARD' D' in the the Stat State e by the the Government
of
Andhra
Pradesh
for
i ts
people's management practices following a review by the State Labour Department. Mr. Y.S. Y.S. Rajas Rajasekh ekhar ara a Reddy Reddy,, Hono Honour urabl able e Chief Chief Minister of Andhra Pradesh will present the award to the company at a simple function in Hyderaba abad on the occas casion of Labo abour Day, May 1, 2005. Best Organisation Award to Coca-Cola India giving equal opportunity to differently-abled people. The State Government of Uttar Pra Prades desh, under the aegis of Directorate,Handicapped
Welfare
conferred
Hindustan
Coca-Cola
Beverages Pvt. Ltd.,Varanasi with the Best Organisation Award for allowing differentlyabled people to prosper & carve a niche for themselves in the professional world. All India Division COBO’s are now ISO 14001 certified All 25 of the India Division’s Companyowned
bottling
international Environment
plants have gained the standard
ISO
Management
14001 System
certificate. The
ISO
internationally
14001
certificate
recognized
Environmental Management.
is
standard
the of
COMP COMPAN ANY Y PROF PROFIL ILE E:
COCA-COLA IN INDIA
Brings back fizz to India: Coca Coca-C -Col ola, a, the the corp corpor orat atio ion n nour nouris ishi hing ng the the globa globall comm commun unity ity with with the the worl world’ d’s s large largest st selling soft drink concentrates since 1886, returned to India in 1993 after a 16 year hiatus, giving a new thumb up to the Indian soft drink mark arket. In the same year, the Company
took
over
ownership
of
the
nati nation on’s ’s top top soft soft-d -dri rink nk bran brand d and and bott bottli ling ng netw networ ork. k. It’s It’s no wond wonder er coca coca-c -col ola a bran brands ds have assumed an iconic status in the minds of the world’s consumers.
A healthy growth to Indian economy:
Ever
since,
significant
Coca-Cola
India
has
made
investments
to
b u il d
and
cont continu inuall ally y cons consol olid idat ate e it its s busi busine ness ss in the country, including new production facilities, waste waste wate waterr treat treatme ment nt pl plan ants ts,, dis distr tribu ibutio tion n systems, and marketing channels. Coca-Cola India is among the country’s top inte nternati ational
investors, rs,
havin ing g
inve nvested
more than US$ 1 billion in India in the first decade,
an d
further
p l edg e d
another
US$100 million in 2003 for its operations.
A pure commitment to the Indian economy: The Company has shaken up the Indian carb carbon onat ated ed drin drinks ks marke arkett grea greatl tly, y, gi givi ving ng consumers
the
pleasure
of
world-class
drinks to fill up their hydration, hydration, refreshment, refreshment,
an d
nutrition
instrumental
needs. in
It
giving
has an
also
been
exponential
growth to the country’s job listings. Creating enormous job opportunities: Wit ith h virtu rtually all the goods and services ces required to produce and market Coca-Cola being made in India, the business system of the
Company
directly
employs
approximately 6,000 people, and indirectly creates employment for more than 125,000 people in related industries through its vast procurement,
supply,
an d
distribution
system. The Indian operations comprises of 50 bot bottling ling opera eration ions, 25 owned by the the Company, with another 25 being owned by franchisees. That apart, networks of 21 cont contra ract ct pac packers kers manuf anufac actu ture re a rang range e of products for the Company.
HERITAGE :
This
magic
ru n s
throughout
our
rich
heritage, which continues to fascinate and delight people all over the world. Every year, over a million people travel thousands of miles to visit The World of Coca-Cola Atlanta. They walk through rooms filled with memorabi abilia to see and hear of how our Company grew from a wonderful idea, into a great global business.
CORPORATE GOVERNANCE
INDIA ADVISORY BOARD (IAB):
Coca Coca-C -Col ola a Indi India a has has set set up Indi India a Ad Advi viso sory ry Board to guide the company on various issues including future strategies, corporate citizenship,
an d
corporate
governance.
Naresh Chandra is the chairman of the broad. HEALTH AND WELLNESS ADVISORY COUNCIL (HWAC): Coca Coca-C -Col ola a Comp Compan any y belie believe ves s that that Indu Indust stry ry has a role to play in helping the Indian consumers lead healthier lives. Coca-Cola is committed committed to develop develop and launch a portfolio portfolio of heal health th & well wellne ness ss prod produc ucts ts that that enab enable le the Indian consumer to lead healthier lives. The Healt alth & Wellnes ness Advisory Cou Council ncil (H&WAC) shares this belief and will guide and assist Coca-Cola in India to: Identify & highl highligh ightt the the evol evolvi ving ng nutr nutriti ition onal al needs needs of Indian Consumers Suggest viable health &
wellness solutions for beverage applications as
desired
by
the
consumers
Support
consumer education programs that promote healthy & active life style.
CODE CODE OF BUSIN BUS INESS ESS CONDU CONDUCT CT:
To
reaffirm
behaviour
as
our an
commitment organization
to
ethical
an d
as
individuals, company issued a revised Code of
Business Conduct in 2002 to every
employee worldwide. This code continues to serv serve e as a guide guide to our our actio actions ns,, adva advanc ncing ing and protecting our core values of Honesty, Integrity,
Diversity,
Quality,
Responsibility and Accountability.
Respect,
It presents the information in clear, easy-to understand
terms,
guidelines
that
investigating
adding establish
an d
procedural steps
addressing
for
possible
viola iolati tio ons of the the code code.. It also also exte extend nds s it its s scope to the conduct of company directors, as well well as empl emplo oyees yees and and offic fficer ers s. These hese changes and additions make The Coca-Cola Company
Code
of
powerful
resource
Business for
Conduct
protecting
a our
Company's reputation for integrity.
ENVIR ENV IRONM ONMENT ENT POLIC POL ICY Y:
Coca-Cola
India
is
in
the
business
of
bev beverag erages es that that refr refres esh h peo peopl ple. e. They hey will will carry
out
Protect,
our
operations
Preserve
an d
in
ways
th at
Enhance
th e
Environment we work in. their activities are
guided by Coca-Cola eKO system, which provides a framework to transform this principle in actions.
Towards
this
objective,
it
shall
endeavor to:
Establish,
maintain
an d
operate
facilities to comply with all applicable Environmental Safety and Health laws, Statutes and Consents.
Formulating
sound
environmental
objectives and targets and integrate a continuous essential
process elements
review of
in
a ll
corporate
management.
Conservation
of
natural
resources
specifically in water, energy and Fuel by continually improving its usage and reducing wastage.
Working
as
catalyst
to
enhance
collection of post consumer PET bottles through
awareness
synergizing
programs
relevant
and
agencies
for
getting better pricing to the consumer.
Seek Co-operation with Public, Private and and
Gove Govern rnm menta entall
identifying
Orga Organi niza zati tion ons s
solutions
to
in
relevant
environmental issues.
Advertising
initiatives
are
to
be
critically critically evaluated evaluated while advertising advertising in Eco-sensitive advertisement Monuments,
areas.
Do
on
&
specially
protected
put
Historical
Religious,
Buildings
not
Structures an d
Political an d
other
sensitive
areas.
Using
cooling
equipment
with
environmentally friendly technologies.
Managing fleet operations in a manner to minimize environmental impacts by ensuring good maintenance, improving &
tracking
fuel
efficiency
and
effectively managing wastes.
Ens nsur uriing
Pro Procur curement
poli polic cies
that
consider the environmental impact of packaging materials and all direct and indi in dire rect ct proc proces ess s aids aids us used ed with within in the the operation.
Ensuring all operations implement eKO Management
System
and
requirements under ISO 14001 before December 2004.
This policy has been communicated to all
asso associ ciat ates es of Coca Coca--Cola Cola Indi India a to ens ensure ure compliance compliance and shall be made available available to public and interested parties on demand.
SUPPLIER GUIDING PRINCIPLES
Workplace practices: They expect from their suppliers to follow applicable laws, and similar standards and prin inc ciples les in the cou countr ntries in whi hic ch they operate.
An introduction to Workplace Practices:
The Coca-Cola Company, they support fair emplo employm yment ent practi practices ces in our our relat relatio ions nshi hips ps with their employees consistent with a commitment
to
human
rights
in
our
workplace, and we seek to provide a safe environment in which to work. They abide by all applicable labour laws in countries we do business including local laws addressing work working ing hour hours, s, comp compen ensat satio ion, n, empl employ oyee ees’ s’ rights to choose whether to be represented by third third parties parties and to bargain bargain collectiv collectively ely,, working
conditions
and
other
such
workplace practices. They seek to create a workplace where individuals are treated with dignity, fairness and respect. They recognize value, respect and celebr celebrat ate e the the cult cultur ural al di diff ffere erence nces s and diversity of background and thought of our employees.
Communication: They
expect
suppliers
to
communicate
thes these e "Gui "Guidi ding ng Prin Princi cipl ples es for for Supp Suppli lier ers s to The
Coca-Cola
employees.
These
Company" principles
to
their
should
be
provided provided in the local language and posted in an
accessible
suppliers
to
appropriate monitor
place.
They
develop business
compliance
an d
also
expect
implement
mechanisms
with
these
to
Guiding
Principles
Work Work Env Envir iron onme ment: nt: They hey expect our suppl ppliers to judge dge their employees and contractors based upon their ability to do their jobs and not upon their physi physica call and/ and/or or pers person onal al char charact acter erist istics ics or beliefs, affirming the principle of no unlawful discrimination based on race, color, gender,
religion,
national
origin
or
sexual
orientation. Health & Safety: They expect our suppliers to provide a safe workplace wit ith h pol polici cie es and pract actic ice es in place to minimize the risk of accidents, injury, and exposure to health risks. Child & Forced Labour; Abuse Of Labour: They neither expect our suppliers to employ anyone under the legal working age nor to condone physical or other unlawful abuse or harassment, or the use of forced or other compulsory
labour
in
an y
of
their
operations. Wages & Benefits: The They y expe expect ct our our su supp ppli lier ers s to comp compen ensa sate te thei theirr emp employe loyees es fair fairly ly and and comp compet etit itiv ivel ely y relative to their industry in full compliance
with applicable local and national wage and hour law laws, and to offer opportuni nitties ies for employees
to
develop
their
skills
and
capabilities. Collective Bargaining: In the event their employees have lawfully chosen to be represented by third parties, we expect our suppliers to bargain in good faith and not to retaliate against employees for
their
lawful
participation
in
labour
organization activities.
Environmental practices: At
a
minimum,
company
expect
their
suppliers to meet applicable environmental laws,
rules
and
regulations
in
their
operations in the countries in which they do business
Communication: We expect suppliers to communicate these "Guiding Principles for Suppliers to The Coca Coca-C -Col ola a Comp Compan any" y" to thei theirr empl employ oyee ees. s. These principles should be provided in the local language and posted in an accessible place. We also expect suppliers to develop an d
implement
appropriate
business
mech mecha ani nism sms s to moni monito torr comp compli lian ance ce with with these Guiding Principles. Compliance With Laws: At a minimum, suppliers to The Coca-Cola Company and suppliers authorized by The Coca-Cola Company will be required to meet the following standards with respect to their operations as a whole:
Laws Laws and Regul Regulat atio ions ns :
Supplier
w il l
appl applic icab able le laws aws,
comply
with
all
rule rules, s, regu regula lati tion ons s
and requirements in the manufacture and distribution of our products and supplies and in providing services to the company.
Child ild Labour Sup Supplier ier will will not not us use e child labour as defined by local law.
Forc Forced ed Labo Labour ur Supp Suppli lier er will will not not us use e forced or compulsory labour.
Abuse of Labour Supplier will not physically abuse labour.
Coll Collec ecti tiv ve Barg Bargai aini ning ng Supp Suppli lier er will will respect employees' rights to choose whether to be represented by third
parties and to bargain collectively in accordance with local law.
Wages
and
Benefits
Wages
and
benefits will comply with local law.
Working Hours & Overtime Working hours and overtime will comply with local law.
Health and Safety Working conditions will comply with local regulations.
Envi nviron ronment wit ith h
all all
Suppli pplie er
appl pplicab cable
will ill
comply
envir nviro onmenta ntal
laws 1.
HUMAN RIGHT POLICY AND WORK
PLKA PL KACE CE RIG RIGHT HT POL POLIC ICY Y: Human right policy: The reputation of The Coca-Cola Company is built on trust and respect. Their employees
and those who do business with us around the world know they are committed to earning their trust with a set of values that represent the highest standards of quality, integ integrit rity, y, excel excellen lence ce,, comp compli lian ance ce with with the the law and respect for the unique customs and cul ulttures res in the com communi nitties ies where they operate. Their Their Company Company has always always endeavo endeavoured ured to conduct business responsibly and ethically. The They y resp respec ectt in inte tern rnat atio iona nall huma human n righ rights ts principles
aimed
protecting
human
at
promoting
rights,
including
and th e
United Nations Declaration of Human Rights and the Internationa Internationall Labour Labour Organization Organization's 's Declaration on Fundamental Principles and Rights at Work, and we actively participate in the United Nations Global Compact. Workplace right policy:
The Coca-Cola Company's Workplace Rights Pol Policy is guid ide ed by in intterna rnation ional human righ rights ts st stan and dards ards,, in incl clud udin ing g the the Univ Univer ersa sall Declaration
of
International
Human
Rights,
Labour
the
Organization's
Declaration on Fundamental Principles and Rights at Work and the United Nations Global Compact.
Policy
includes
the
following
components: •
Free Freedo dom m of As Asso soci ciat atio ion n and and Coll Collec ecti tive ve Bargaining:
The The Comp Compan any y resp respec ects ts thei theirr empl employ oyee ees’ s’ right to join, form or not to join a labour union without fear of reprisal, intimidation or harassment.
Where
employees
are
represented by a legally recognized union, they
are
committed
constructive
dialogue
to
establishing
with
their
a
freely
cho chosen sen repr repres esen enta tati tiv ves. es. The The Com Company pany is committed to bargaining in good faith with such representatives. •
Forced Labor:
The Company prohibits the use of all forms of forced labour, including prison labour, inde in dent ntur ured ed labo labour ur,, bond bonded ed labo labour ur,, mili milita tary ry labour or slave labour. Chil Ch ild d Lab Labor or : The Company adheres to minimum age provisions
of
applicable
laws
and
regulations.
The
Company
prohibits
th e
hiring of individuals that are under 18 years of age for positions in which hazardous hazardous work is requ requir ired ed.. The The Comp Compan any’ y’s s proh prohib ibit itio ion n of child child labour labour is consis consisten tentt with Intern Internatio ational nal Labour Organization standards. •
Discrimination:
The Company values all employees and the contrib ibu utions ions they make and and has has a longstanding commitment to equal opportunity and intole intoleran rance ce of dis discrim criminat ination ion.. Compan Company y are are dedi dedica cate ted d to maint aintai aini ning ng work workpl plac aces es that are free from discrimination or physical or verbal harassment on the basis of race, sex, colour, national or social origin, religion, age, age, di disa sabi bilit lity, y, sexu sexual al orie orienta ntati tion on,, polit politic ical al opi pini nion on or any any other ther st stat atus us prot protec ecte ted d by applicable law. •
Work Hours and Wages:
The
Company
compensates
employees
comp compet etit itiv ivel ely y rela relati tive ve to the the in indu dust stry ry and and local labour market. We operate in full compliance
with
applicable
wage,
work
hours, overtime and benefits laws. We offer empl employ oyee ees s oppo opport rtun unit itie ies s to deve develo lop p thei theirr
skills
an d
capabilities
and
provide
advancement opportunities where possible. •
Safe and Healthy Workplace:
The Company provides a safe and healthy workplace. The company is dedicat cated to maintaining
a
productive
workplace
by
minimizing the risk of accidents, injury and exposure to health risks. •
Workplace Security:
The Company is committed to maintaining maintaining a workplace
that
is
free
from
violence,
haras harassm smen ent, t, intim intimid idat atio ion n and and other other unsa unsafe fe or disruptive conditions due to internal and exte extern rnal al thre threat ats. s. Secu Securi rity ty safe safegu guar ards ds for for employees are provided as needed and will be main mainta tain ined ed with with resp respec ectt for for empl employ oyee ee privacy and dignity.
•
Community
an d
Stakeholder
Engagement: The Company recognizes its impact on the communities
in
which
it
operates.
The
company is com committed to enga ngaging wit ith h stakeholders
in
those
communities
to
ens nsur ure e that we are lis isttening to, to, learn arning from and taking into account their views as they
conduct
their
business.
Where
appr ppropri priate, te, com company are commit ittted to engaging in dialogue with stakeholders on workplace
rights
issues
related
to
our
business and within our sphere of influence. Company believes that local issues are most appro appropri priate ately ly addr addres esse sed d at the loca locall leve level. l. The company is also committed to creating economic opportunity and fostering goodwill in the the com communities ies in whic ich h we operate ate through locally relevant initiatives.
•
Guidance
and
Reporting
for
Employees: The Coca-Cola Company creates workplaces in which open and honest communications among
a ll
respected. following
employees Coca-Cola all
are is
applicable
valued
committed labour
and to and
employment laws wherever we operate.
QUALIT QUA LITY Y COMMI COM MITM TMENT ENT POLI P OLICY CY: Quality Assurances of A Billion: The The Coca Coca-C -Col ola a Comp Compan any y exis exists ts to bene benefi fitt and refresh everyone it touches. For For Coca Coca-C -Col ola a Com Company pany,, Qual Qualit ity y is more ore than just something we taste or see or measure. It shows in our every action. The company persistently strives to exceed the world's world's ever-changing ever-changing expectations because keeping
our
Quality
promise
in
the
marketplace
for
their
highest
business
objective and their enduring obligation.
Meet Meetin ing g Inte Intern rnat atio iona nall Cert Certif ific icat atio ions ns of Assurance: The The Coc Coca-Co a-Cola la qual qualit ity y sy sys stem tem Ass ssur uran ance ce layer
meets
the
intent
of
international
stan st anda dard rds s ISO 900 001 1:20 :2000 00,, ISO 140 400 01 and OHSAS 18001. SGS and Lloyds of London, internationally
recognized
registrars,
benchmarked The Coca-Cola Quality System agains nstt ISO 9001:2000(Qualit lity) and ISO 14001 (Environmental). Systems That Have Controlled Quality over a Century: The The test testin ing g and and in insp spec ecti tion on requ requir irem emen ents ts,, which have been part of the Company’s dayto-day operations for more than 100 years are
strictly
adhered
to.
The
operations
Division of Coca-Cola India is governing and supporting each of its bottling units so as to enable them produce world-class products. The
entire
Company
system
is
of
The
applicable
Coca-Cola
throughout
th e
bott bottli ling ng oper operat atio ions ns and and is su supp ppor orte ted d with with the
same
technical
and
quality
tools,
syst sy stem ems, s, proc proced edur ures es and and st stan anda dard rds. s. The company guar uarante ntee that each operati tio on must achieve the exactly the same end results. TOOL MOTIVATION:
AND
TECHNIQUES
OF
Many theories have been founded to explain Moti Motiva vati tion on;; howe howeve verr they they have have had had thei theirr own critical acclamations. Let us simplify the tools and techniques to understand the moti motiva vati tion onal al fact factor or.. Let Let us name name them them as Positive and Negative Tools and techniques. Posi Positi tive vetool tools s
· Pra Praise- one of the old lde est methods used even today to motivate individuals. Effectively used in training and helping individual in learning new concepts. · Salary / wages/ increments- all these are fringe benefits used to motivate the employee, but this being only a temporary phase. · Reco Recogn gnit itio ionn- this this is a very very posi positi tiv ve too tool, wherein the higher ups motivate the employees by recognizing their work potential, the employee feels highly motivated when his work gets recognized, rather than just giving him a big pay packet. · New roles- when an employee is given higher roles, they themselves act as motivators rather than working for years on the same routine job. · Social atmosphere and working conditionsalso also pl play ay a cruc crucia iall role role in moti motiv vatin ating g the the employee in his work. When the employee is surrounded by equally motivated lot, he/she is bounded to be motivated and vise versa. · Needs-All of us have needs which are varied and ranked by us differently, hence it is important for the boss to have a clear cut measuring method to know the varied interests of their workforce.
Negative Tools: · Punishment-When an employee is punished for doing the wrong style of work workin ing g, the the punis unishm hmen entt it itse self lf can can make make wonders in motivating the employee to do a good job. · ReinforcementReinforcement-Whatev Whatever er the work style, or project the employee undertakes, it is important that the employee knows whether it is wrong or right. or what the amendments he has to do, the knowledge of result is a must, otherwise, the concept of motivation doesn’t arise. · Critical evaluation- this helps the employee to improve his Motivational theories The incentive incen tive theory of motivat m otivation ion: A reward, reward, tangible or intangible, is presented after the occurrence of an action (i.e. behaviour) with the intent to cause the behaviour to occur again. This is done by associating positive meaning to th e beha behavi vior or.. Stud Studie ies s sh show ow that that if the the pers person on receives the reward immediately, the effect would be greater, and decreases as duration lengthens. Repetitive action-reward combination can cause the action to become habit. habit. Motivation comes from two
sour source ces: s: ones onesel elf, f, and and othe otherr peop people le.. Thes These e two sources are called intrinsic motivation and extrinsic motivation, respectively. Applying proper motivational techniques can be much harder than it seems. Steven Kerr notes that when creating a reward system, it can be easy to reward A, while hoping for B, and in the process, reap harmful effects that can jeopardize your goals. A reinforcer is different from reward, in that reinforcement is intended to create a measured increase in the rate of a desirable behaviour following th e addition of something to the environment.
Driv Drivee-re reduc ducti tion on theor theorie ies s: There are a number of drive theories. The Drive Reduction Theory grows out of the concept that we have certain biological drives, such as hunger. As time passes the strength of the drive increases if it is not satisfied (in this case by eating). Upon satis isfy fyiing a driv ive e the driv drive e's stren rength is reduc duced. ed. The theory is based ased on div iver ers se ideas from the theories of Freud of Freud to the ideas of feedback control systems, such as a thermostat. thermostat. Drive theory has some intuitive or folk validity. For instance when preparing food,
the drive model appears to be compatible with sensations of rising hunger as the food is prepared, and, after the food has been consumed, a decrease in subjective hunger. There are several problems, however, that leave the validity of drive reduction open for debate. The first problem is that it does not explain how secondary rein forcers reduce drive. For example, money satisfies no biological or psychological needs, but a pay check appears to reduce drive through second-order conditioning. Secondly, a drive, such as hunger, is viewed as having a "desire" to eat, making the drive a homunculus being - a feature criticized as simp si mply ly mov movin ing g the the fund fundam amen enta tall prob proble lem m behind this "small man" and his desires. In addition, it is clear that drive reduction theory cannot be a complete theory of behavior, or a hungry human could not prepare a meal without eating the food before they finished cooking it. The ability of drive theory to cope with all kinds of beha behav vior, ior, fro from not not sati satisf sfy yin ing g a driv drive e (by (by adding on other traits such as restraint), or add addin ing g addi additi tion onal al driv drives es for for "tas tasty" ty" foo food, which combine with drives for "food" in order to explain cooking render it hard to test.
Cognit Cognitiv ive e disso dis sonan nance ce theo th eory ry: Sugg Sugges este ted d by Leon Leon Fest Festin inge ger, r, this this occu occurs rs when an individual experiences some degree of discomfort resulting from an incompatibility between two cognitions. For example, a consumer may seek to reassure hims hi msel elff rega regard rdin ing g a purc purcha hase se,, feel feeliing, ng, in retrospect, that another decision may have been preferable. Another example of cognitive dissonance is when a belief and a behavior are in conflict. A person may wish to be healthy, believes smoking is bad for one' ne's health, th, and and yet continues to smoke. Need theories Need hierarchy theory Abraham Maslow's Maslow's theory is one of the most widely discussed theories of motivation. The theory can be summarized as follows: Human beings have wants and desires which influence their behavior. Only unsa unsati tisf sfie ied d need needs s influ nfluen ence ce beha behav vior, ior, satisfied needs do not. Since needs are many, they are arra arrang nged ed in orde orderr of impo import rtan ance ce,, from from the basic to the complex. •
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The person advances to the next level of needs only after the lower level need is at least minimally satisfied. The further the progress up the hierarchy, the more individuality, huma humann nnes ess s and and ps psyc ycho holo logi gical cal healt health h a person will show. The needs, listed from basic (lowest-earliest) to most complex (hig igh hest-late atest) are as follows: Physiology Safety Belongingness Self-esteem Self actualization •
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Herzber Herzberg’s g’s two-fact two- factor or theory theo ry: Frederick Herzberg's Herzberg's two-factor theory, theory, aka intrinsic/extrinsic motivation, concludes that certain factors in the workplace result in job in job satisfaction,, satisfaction bu t if absent, lead to dissatisfaction. The factors that motivate people can change over their lifetime, but "respect for me as a person" is one of the top motivating factors at any stage of life. He distinguished between:
Motivators; (e.g. challenging work, reco recogn gnit itio ion, n, resp respon onsi sibi bili lity ty)) whic which h gi give ve positive satisfaction, and Hyg ygie ien ne fa fact ctor ors s; (e.g. status, job security, security, salary and fringe benefits) that do not motivate if present, but, if absent, result in demotivation. The name Hygiene factors is used because, like hygiene, the presence will not make you heal ealthi thier, but absence can caus ause health deterioration. The theory is sometimes called the "Motivator-Hygiene Theory." Herzberg's theory has found application in such occupational fields as information systems and in studies of user satisfaction). •
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Alderfer’s ERG theory Clay Clayto ton n Ald lder erfe fer, r, expa expand ndin ing g on Mas Maslow' low's s hierarchy of needs, created the ERG theory (existence, existence, relatedness and growth). growth). Physiological and safety, safety, the lower order needs, are placed in the existence category, while love and self esteem needs are placed in the relat latednes ness categor gory. The grow rowth category contains our self-actualization and self-esteem needs.
SelfSelf-det deter ermin minat ation ion theo th eory ry:
SelfSelf-de dete term rmina inatio tion n theo theory ry,, developed by Edward Deci and Richard Ryan, focuses on the the impo import rtan ance ce of intrins intrinsic ic motiva motivatio tion n in driving human behavior. Like Maslow's hierarchical theory and others that built on it, SDT posit its s a nat natural tenden dency tow toward ard growth and development. Unlike these other theories, however, SDT does not include any sort of "autopilot" for achievement, but instead requires active encouragement from the the envi enviro ronm nment ent.. The The prim primar ary y facto factors rs that that encourage motivation and development are autonomy, competence feedback, and relatedness.
