Employee Motivation Total Project

EMPLOYEE MOTIVATION

HUMAN RESOURCE MANAGEMENT

1.1 INTRODUCTION: Human Resource Management (HRM) is a relatively ne a!!roac" to managing !eo!le in any organisation# Peo!le are consi$ere$ t"e %ey resource in t"is a!!roac"# it is concerne$ it" t"e !eo!le $imension in management o& an organisation# 'ince 'ince an organi organisati sation on is a o$y o$y o& !eo!le !eo!le t"eir t"eir ac*uisi ac*uisitio tion n $evelo $evelo!me !ment nt o& s%ills s%ills motivation &or "ig"er levels o& attainments as ell as ensuring maintenance o& t"eir level o& commitment are all signi&icant signi&icant activities# T"ese T"ese activities &all in t"e $omain $omain o& HRM# Human Human Resour Resource ce Managem Management ent is a !roces !rocess s "ic" "ic" consist consistss o& &our &our main main activit activities ies namely namely ac*u ac*uisi isiti tion on $eve $evelo lo!m !men ent t motiv motivati ation on as ell ell as main mainten tenan ance ce o& "uma "uman n resources# 'cott +lot"ier an$ '!iegel "ave $e&ine$, Human Resource Management as t"at  ranc" o& management "ic" is res!onsile on a sta&& asis &or concentrating on t"ose as!ects o& o!erations "ic" are !rimarily concerne$ it" t"e relations"i! o& management to em!loyees an$ em!loyees to em!loyees an$ it" t"e $evelo!ment o& t"e in$ivi$ual an$ t"e grou!# Human Resource Management is res!onsile &or maintaining goo$ "uman relations in t"e organisation# It is also concerne$ it" $evelo!ment o& in$ivi$uals an$ ac"ieving integration o& goals o& t"e organisation an$ t"ose o& t"e in$ivi$uals# Nort" consi$ers "uman resource management as an e-tension o& general management t"at o&   !rom!ting an$ stimulating every em!loyee to ma%e "is &ullest contriution to t"e !ur!ose o& a usiness# Human resource management is not somet"ing t"at coul$ e se!arate$ &rom t"e t"e asic asic mana manage geria riall &unc &uncti tion on## It is a ma.o ma.orr com! com!on onent ent o& t"e t"e roa roa$e $err mana manager gerial ial &unction#

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EMPLOYEE MOTIVATION

1.1.1 Definitions: Accor$ing to 5renc" 6e 6en$ell n$ell Human resource management as t"e recruitment selection $evelo!ment utilisation com!ensation an$ motivation o& "uman resources y t"e organisation# Accor Accor$in $ing g to to E$i E$in n /# 5li!!o 5li!!o Human Human resourc resourcee manag managemen ementt is t"e !lanni !lanning ng organising $irecting an$ controlling o& t"e !rocurement $evelo!ment resources to t"e en$ t"at in$ivi$ual an$ societal o.ectives are accom!lis"e$# T"is $e&inition reveals t"at "uman resource (HR) management is t"at as!ect o& management T"is $eals it" t"e !lanning organising $irecting an$ controlling t"e !ersonnel &unctions o& t"e enter!rise#

1.1.2 Objectives: T"e asic o.ective o& "uman resource management is to contriute to t"e realisation o& t"e t"e orga organi nisat satio ional nal goals goals## Hoe Hoeve ver r t"e t"e s!ec s!eci&i i&icc o.e o.ecti ctive vess o& "uma "uman n resou resourc rcee management are as &ollos, To ensure e&&ective utilisation o& "uman resources all ot"er organisational resources ill  e e&&iciently utilise$ y t"e "uman resources# To estalis" an$ maintain an a$e*uate organisational structure o& relations"i! among all t"e memers o& an organisation y $ivi$ing o& organisation tas%s into &unctions !ositions an$ .os an$ y $e&ining clearly t"e res!onsiility accountaility aut"ority &or eac" .o an$ its relation it" ot"er .os in t"e organisation# To generate generate ma-imu ma-imum m $evelo $evelo!me !ment nt o& "uman "uman resourc resources es it"in it"in t"e organ organisat isation ion y o&&ering o!!ortunities &or a$vancement to em!loyees t"roug" training an$ e$ucation# To ensure res!ect &or "uman eings y !rovi$ing various services an$ el&are &acilities to t"e !ersonnel# To ensu ensurre recon conciliat iation o& in$ivi$ual or grou! goals it" t"ose o& t"e organisation in suc" a manner t"at t"e !ersonnel &eel a sense o& commitment an$ loyalty toar$s it#

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EMPLOYEE MOTIVATION

1.1.3 UNCTIONS MANAGEMENT:

O

HUMAN

T"e main &unctions o& "uman resource management are classi&ie$ into to categories, Managerial 5unctions an$ () O!erative 5unctions Managerial 5unctions,

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RESOURCE

EMPLOYEE MOTIVATION

3#3#7#3 5olloing are t"e managerial &unctions o& Human Resources Management#

!"#nnin$: T"e !lanning &unction o& "uman resource $e!artment !ertains to t"e ste!s ta%en in $etermining $etermining in a$vance a$vance !ersonnel !ersonnel re*uirements re*uirements !ersonnel !ersonnel !rogrammes !rogrammes !olicies etc# A&ter $etermining "o many an$ "at ty!e o& !eo!le are re*uire$ a !ersonnel manager  "as to $evise ays an$ means to motivate t"em#

O%$#nis#tion: 8n$er organis organisation ation t"e t"e "uman resource resource manager manager "as to organise organise t"e o!erative o!erative &unctio &unctions ns y $esign $esigning ing structu structure re o& relatio relations" ns"i! i! among among .os .os !erson !ersonnel nel an$ !"ysica !"ysicall &actors &actors in suc" suc" a ay so as to "ave "ave ma-imu ma-imum m contri contriuti ution on toar$ toar$ss organi organisati sationa onall o.ectives# In t"is ay a !ersonnel manager !er&orms &olloing &unctions , Pre!aration o& tas% &orce9 Allocation o& or% to in$ivi$uals9 Integration o& t"e e&&orts o& t"e tas% &orce9 +oor$ination o& or% o& in$ivi$ual it" t"at o& t"e $e!artment#

Di%ectin$: :irecting is concerne$ it" initiation o& organise$ action an$ stimulating t"e !eo!le to or%# T"e !ersonnel manager $irects t"e activities o& !eo!le o& t"e organisation to get its &unction !er&orme$ !ro!erly# A !ersonnel manager gui$es an$ motivates t"e sta&& o& t"e organisation to &ollo t"e !at" lai$ $on in a$vance#

Cont%o""in$: It !rovi$es asic $ata &or estalis"ing stan$ar$s ma%es .o analysis an$ !er&ormance a!!raisal etc# All t"ese tec"ni*ues assist in e&&ective control o& t"e *ualities time an$ e&&orts o& or%ers#

O&e%#tive f'nction: T"e o!erative &unctions are t"ose tas%s or $uties "ic" are s!eci&ically entruste$ to t"e "uman resource or !ersonnel $e!artment# T"ese are concerne$ it" em!loyment $eve $evelo lo!m !men ent t com com!ens !ensat atio ion n inte integr grat atio ion n an$ an$ main mainte tena nanc ncee o& !ers !erson onne nell o& t"e t"e organisation#

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EMPLOYEE MOTIVATION T"e o!erative &unctions o& "uman resource or !ersonnel $e!artment are $iscusse$ elo,

1. E(&"o)(ent: T"e &irst o!erative &unction o& t"e "uman resource o& !ersonnel $e!artment is t"e em!loyment o& !ro!er %in$ an$ numer o& !ersons necessary to ac"ieve t"e o.ectives o&  t"e organisation# T"is involves recruitment selection !lacement etc# o& t"e !ersonnel# /e&ore t"ese !rocesses are !er&orme$ it is etter to $etermine t"e man!oer  re*uirements ot" in terms o& numer an$ *uality o& t"e !ersonnel# Recruitment an$ selection cover t"e sources o& su!!ly o& laour an$ t"e $evices $esigne$ to select t"e rig"t ty!e o& !eo!le &or various .os# In$uction an$ !lacement o& !ersonnel &or t"eir etter   !er&ormance also come un$er t"e em!loyment or !rocurement &unction#

2. Deve"o&(ent: Training an$ $evelo!ment o& !ersonnel is a &ollo u! o& t"e em!loyment &unction# It is a $uty o& management to train eac" em!loyee !ro!erty to $evelo! tec"nical s%ills &or  t"e .o &or "ic" "e "as een em!loye$ an$ also to $evelo! "im &or t"e "ig"er .os in t"e organisation# Pro!er $evelo!ment o& !ersonnel is necessary to increase t"eir s%ills in $oing t"eir .os an$ in satis&ying t"eir grot" nee$# 5or t"is !ur!ose t"e !ersonnel $e!artments ill $evice a!!ro!riate training  !rograms# T"ere are several on0 t"e0.o an$ o&&0t"e0.o met"o$s availale &or training  !ur!oses# A goo$ training !rogram s"oul$ inclu$e a mi-ture o& ot" ty!es o& met"o$s# It is im!ortant to !oint out t"at !ersonnel $e!artment arranges &or training not only o& ne em!loyees ut also o& ol$ em!loyees to u!$ate t"eir %nole$ge in t"e use o& latest tec"ni*ues#

3. Co(&ens#tion: T"is &unction is concerne$ it" t"e $etermination o& a$e*uate an$ e*uitale remun remuner erati ation on o& t"e t"e em!l em!loy oyees ees in t"e t"e orga organis nisat atio ion n o& t"ei t"eirr cont contri riu uti tion on to t"e t"e organisational goals# T"e !ersonnel can e com!ensate$ ot" in terms o& monetary as ell as non0monetary rear$s# 5actors "ic" must e orne in min$ "ile &i-ing t"e remuneration o& !ersonnel are t"eir t"eir asic asic nee$s nee$s re*uir re*uireme ements nts o& .os .os legal legal !rovis !rovision ionss regar$ regar$ing ing minimum minimum ages ages ca!acity o& t"e organisation to !ay age level a&&or$e$ y com!etitors etc# 5or &i-ing t"e age age levels levels t"e !erson !ersonnel nel $e!artmen $e!artmentt can ma%e ma%e use o& certain certain tec"ni* tec"ni*ues ues li%e li%e .o evaluation an$ !er&ormance a!!raisal#

4. Human Relations:

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EMPLOYEE MOTIVATION

Practicing various human resources resources policies and programmes programmes like like emplo employme yment, nt, develo developm pment ent and compen compensat sation ion and intera interacti ction on amon among g empl employ oyee ees s crea create te a sens sense e of relat elatio ions nshi hip p betw betwee een n the the individual worker and management, among workers and trade unions and the manage manageme ment nt !t is a proce process ss of intera interacti ction on among among human human bein beings gs "uma "uman n relat elatio ions ns is an rear ear of mana manage geme ment nt in inte integr grat atin ing g people into work situations in a away that motivates them to work together productively co#operatively and with economic, psychological and social satisfaction !t includes: $nderstanding and applying the models of perception, personality, learnin learning, g, intra intra and inter inter person personnel nel relat relation ions, s, intra intra and inter inter group group relations  %ob satisfaction &otivating the employees 'oosting employee morale (eveloping communication skills Em!loyee motivation

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EMPLOYEE MOTIVATION

E(&"o)ee (otiv#tion Int%o*'ction: Motivation Motivation is one o& t"e most im!ortant im!ortant &actors a&&ecting a&&ecting "uman e"aviour e"aviour an$  !er&ormance# T"is is t"e one o& t"e reason "y managers attac" great im!ortance to motiva motivatio tion n in organ organi;at i;ation ional al setting setting## Li!!er Li!!er "as "as calle$ calle$ motiv motivati ation on "as "as t"e core core o&  management# management# E&&ective E&&ective $irectin $irecting g lea$s to e&&ectiv e&&ectiveness eness ot" at organi organi;ationa ;ationall an$ in$ivi$uals levels# T"is re*uires t"e un$erstan$ing o& "at in$ivi$uals ant &rom t"e organi;ation# Hoever "at in$ivi$uals ant &rom t"e organi;ation "as not een &ully i$enti&ie$#

Definition: ?it?s "at $rives us?? or or >?motivation is "at ma%es us to $o t"e t"ings e $o #?? as &ar as a &ormal $e&inition motivation can c an e $e&ine$ as >?&orces it"in in an in$ivi$ual t"at account account &or t"e level $irection $irection an$ !ersistence !ersistence o& e&&ort e&&ort e-!en$e$ e-!en$e$ at or%?? or%?? accor$ing to sc"emer "orn et al # T"is is an e-cellent or%ing $e&inition &or use in  usiness# In or$er to un$erstan$ t"e conce!t o& motivation e "ave to e-amine t"ree terms , motive motivating an$ motivation an$ t"eir relations"i!# St'*):

T"e !ur!ose o& stu$y is to i$enti&y t"e ty!e o& motivation most suite$ &or "ig"er   !ro$uctivity an$ met"o$s usually a$o!te$ &or measuring em!loyee?s motivation# To stu$y t"e &actors a&&ecting t"e in$ivi$ual !er&ormance# Motive, ase$ on t"e Latin or$ mover motive (nee$) "as een $e&ining s &ollo9
T"ere is a $i&&erence eteen nee$s an$ ants# It is necessary to %no t"e $i&&erence ''IETM/A01234

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EMPLOYEE MOTIVATION /eteen t"ose to terms &or every em!loyee# Nee$s are more com!re"ensive an$ inclu$e :esires ot" !"ysiological !"ysiological nee$s li%e social nee$s recognition recognition nee$s etc "ic" $o not &all un$er ants#

Motiv#tin$: Motivation is t"e term "ic" im!lies t"at one !erson in t"e organi;ation conte-t a manager in$uces ant"er say em!loyee to engage in action (or% e"aviour) y ensuring t"at a c"annel to satis&y t"e motive ecome availale an$ accessile to t"e in$ivi$ual in a$$ition To c"annel ;ing t"e strong motive in a $irection t"at is satis&ying t ot" t"e organi;ation an$ t"e em!loyers t"e manger can also active t"e latest motivation in in$ivi$uals an$ "arness t"em in a manner t"at oul$ e &unction &or t"e organi;ation#

Motiv#tion: 6"ile 6"ile a motive motive is engineer engineer o& action motivation motivation is t"e canali;ation canali;ation an$ activation o&  Motives motivation is t"e or% e"aviour itsel&# Motivation $e!en$s on motives an$ motivating t"ere&ore it ecomes a com!le- !rocess#

 i$ 1: %e"#tions+i& bet,een (otive- (otiv#tin$ #n* (otiv#tion

.eeds in

-ctivating needs and

Providing need satisfaction

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ngagement in work

EMPLOYEE MOTIVATION

&otive

&otivating

&otivation

N#t'%e of (otiv#tin$: /ase$ on t"e $e&inition o& motivation e can $erive its nature relevant &or "uman  e"aviour in organi;ation# 5olloing c"aracteristics o& motivation clari&y its nature,

#se* on (otives: Motivation is ase$ on in$ivi$ual?s motives "ic" are internal to t"e in$ivi$uals# T"ese motives are in t"e &orm o& &eelings t"at t"e in$ivi$ual lac%s somet"ing# In or$er to overcome overcome t"is &eeling &eeling o& laciness laciness t"e em!loyee em!loyee tries to e"ave in a manner "ic" "el!s in overcoming t"is &eeling#

 Affecte* b) (otiv#tin$: Moti Motiva vati tion on is a&&e a&&ect cte$ e$ y ay t"e t"e in$i in$ivi$ vi$ua uall is moti motiva vate te$# $# T"e T"e act act o& moti motivat vatin ing g c"an c"anne neli li;es ;es nee$ nee$ satis satis&ac &acti tion on## /esi /esi$e $es s it can can also also activ activat atee t"e t"e laten latentt nee$ nee$ss in t"e t"e in$ivi$ual t"at is t"e nee$s t"at are less strong an$ some"at $ormant an$ "arness t"em in a manner t"at oul$ e &unctional &or t"e organi;ation#

Go#"/*i%ecte* be+#vio'%: Motivation lea$s to goal $irecte$ e"aviour# A goal0$irecte$ e"aviour is one "ic" satis&ies t"e causes &or "ic" e"aviour ta%e !lace# Motivation "as !ro&oun$ in&luence on "uman e"aviour9 in t"e organi;ational re*uirements#

Re"#te* to s#tisf#ction: Motivation is relate$ to satis&action# 'atis&action re&ers to t"e contentment e-!eriences o&  an in$ivi$ual "ic" "e $rives out o& nee$ &ul&ilment# T"us satis&action is a conse*uence o& rear$s an$ !unis"ments associate$ it" t"e !ast e-!eriences# It !rovi$es means to analy;e outcomes alrea$y e-!erience$ y in$ivi$ual#

!e%sons (otiv#te* in tot#"it): A !erson is motivate$ in totality an$ not in !art# Eac" in$ivi$ual in t"e organi;ation is a sel&0containe$ sel&0containe$ unit an$ "is nee$s are interrelate$# interrelate$# T"ese a&&ect "is e"aviour in $i&&erent $i&&erent ays# Moreover &eelings o& nee$s an$ t"eir satis&action is a continuous !rocess# As suc" t"ese create continuity in e"aviour#

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EMPLOYEE MOTIVATION

Co(&"e0 &%ocess: Motivation Motivation is a com!lecom!le- !rocess9 !rocess9 com!le-ity com!le-ity emerges emerges ecause ecause o& t"e nature o&  nee$s an$ t"e ty!e o& e"aviour t"at is attem!te$ to satis&y t"ose nee$s# T"ese generate com!le-ity in motivation !rocess in t"e &olloing ays# (3) Nee$s are internal &eelings o& in$ivi$uals an$ sometimes even t"ey T"ey may not e *uite aare aout t"eir nee$s an$ t"e !riority o& t"ese# T"us 8n$erst 8n$erstan$ an$ing ing o& "uman "uman nee$s nee$s an$ !rovi$ !rovi$ing ing means means &or t"eir t"eir satis&ac satis&actio tion n /ecome /ecomess $i&&icult# (1) even i& i& nee$s nee$s are i$enti&ie i$enti&ie$ $ t"e t"e !rolem !rolem is not over over "ere "ere as a !articular !articular nee$ nee$ may result result into into $i&&er $i&&erent ent e"avi e"aviour ourss &rom $i&&ere $i&&erent nt e"avio e"aviours urs &rom &rom $i&&er $i&&erent ent result result into into $i&&erent e"aviours &rom $i&&erent nee$ ma in$ivi$uals ecause o& t"eir $i&&erences# 5or  e-am!le t"e nee$ &or !romotion may e uni&orm &or $i&&erent in$ivi$uals may no engage in similar ty!e o& e"aviour9 t"ey may a$o!t $i&&erent routes to satis&y t"eir !romotion nee$s# 7) a !articular e"aviour may emerge not only ecause o& t"e s!eci&ic s!eci&ic nee$ ut it may may  e ecause o& a variety o& nee$s# 5or e-am!le "ar$ or% in t"e organi;ation may e $ue to t"e nee$ &or earning more money to satis&y !syc"ological nee$s or may to en.oy t"e  !er&ormance o& or% itsel& an$ money ecomes secon$ary or to get recognition as a "ar$0 or%ing !erson# @) oal $irecte$ $irecte$ e"aviour e"aviour may may lea$ to goal goal attainment# T"ere may may e many cons uses in situation "ic" may restring t"e goal attainment o& goal $irecte$ e"aviour# T"is may lea$ to &rustration in an in$ivi$ual creating lot o& !rolems#

T)&e of nee*s T"ere are many ty!es o& nee$s "ic" an in$ivi$ual may "ave an$ t"ere are various ays in "ic" t"ese may e classi&ie$# classi&ie$# T"e asic o.ective o.ective e"in$ classi&ication classi&ication o& nee$s into categories categories is to &in$ out similarly similarly an$ $issimilarly in various nee$s so t"at incentives incentives are grou!e$ to satis&y t"e nee$s &alling un$er one category or t"e ot"er# Nee$s may e natural iological !"enomenon in an in$ivi$ual or t"ese may over t"e !erio$ o& time t"roug" learning#

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EMPLOYEE MOTIVATION 7) eneral nee$s

!%i(#%) nee*s: Primary nee$s are also %non as !"ysiological iological asic or unlearne$ nee$s# Primary nee$s are animal $rives "ic" are essential &or survival# T"ese nee$s are common to all "uman eings t"oug" t"eir intensity may $i&&er#

Secon*#%) nee*s: T"ese T"ese nee$s nee$s are learne$ learne$ y t"e in$ivi in$ivi$ua $uall t"roug t"roug" " "is e-!erie e-!erience nce an$ interac interactio tion# n# T"ere&ore t"ese are calle$ $erive$ or learne$ nee$s# Emergence o& t"ese $e!en$s on learning# T"ese may e $i&&erent ty!es o& secon$ary nee$s &or !oer ac"ievement status a&&iliation etc#

Gene%#" t)&es: T"oug" a se!arate classi&ication o& general nee$s is not alays given suc" a category seems necessary ecause t"ere are o& nee$s "ic" lie in t"e grey area eteen t"e !rimary an$ secon$ary nee$s# 'uc" nee$s are li%e nee$ &or com!etence curiosity mani!ulation a&&ection etc

Motiv#tion #n* be+#vio'%: Motivation Motivation causes goal0 $irecte$ $irecte$ e"aviour e"aviour## 5elling 5elling o& a nee$ y an in$ivi$ual in$ivi$ual generates a &eeling t"at "e lac%s somet"ing# T"is lac% o& somet"ing creates tension in t"e in o& t"e in$ivi$ual# 'ince t"e tension is not an i$eal state o& min$ t"e in$ivi$ual tries to overcome t"is y engaging "imsel& in an e"aviour t"roug" "ic" "e satis&ies "is nee$s# oal B $irecte$ e"aviour lea$s to goal &ul&ilment an$ t"e in$ivi$ual succee$s in &ul&illing "is nee$s an$ t"ere y overcoming "is tension te nsion in t"e &avourale environment# 'atis&action is one nee$ lea$s to &eeling o& anot"er nee$ eit"er same nee$ a&ter t"e la!se o& certain time or $i&&erent nee$ an$ goal B $irecte$ e"aviour goes on# T"us goal B $irecte$  e"aviour is a continuous !rocess#

A$$%ession: A more more comm common on react reactio ion n to &rust &rustrat ratio ion n is aggr aggress essio ion n an act act agai agains nstt some someon onee or  somet"ing# An em!loyee eing $enie$ a !romotion may ecome aggressive an$ verally  erate "is su!ervisor#

Motiv#tion #n* &e%fo%(#nce Motivation is necessary &or or% !er&ormance ecause i& !eo!le $o not &eel incline$ to engage t"emselves in or% e"aviour t"ey ill not !ut in necessary e&&orts to !er&orm ell# Hoever !er&ormance o& an in$ivi$ual in t"e organi;ation $e!en$s on a variety o&  &actors esi$es motivation# T"ere&ore it is $esirale to i$enti&y various &actors "ic" a&&ect in$ivi$ual !er&ormance an$ t"e role t"at motivation !lays# ''IETM/A01234

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#cto%s #ffectin$ in*ivi*'#" &e%fo%(#nce: Oserv Oservatio ations ns s"o s"o t"at t"at (3) variou variouss in$ivi in$ivi$ua $uall !er&orm !er&orm $i&&erent $i&&erently ly in t"e same same or%  or%  situations situations an$ (1) t"e same in$ivi$ual in$ivi$ual !er&orms !er&orms $i&&erently $i&&erently in $i&&erent $i&&erent or% situations# situations# T"ese statements suggest t"at various &actors "ic" a&&ect an in$ivi$ual?s !er&ormance are roa$ly o& to ty!es in$ivi$ual an$ it" in eac" ty!e t"ere may e several &actors# 6e can $erive $erive &orm &igure &igure t"at in$ivi$ual in$ivi$ual !er&ormance !er&ormance $e!en$s $e!en$s on t"e &olloing &olloing &actors, Motivation o& in$ivi$ual His since o& com!etence His aility His role !erce!tion an$ Organi;ational resources

&otivatio

 

ole

-bilit

Performan

ense of  ompetence

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eward

EMPLOYEE MOTIVATION

i$ : f#cto%s #ffectin$ in*ivi*'#" &e%fo%(#nce I& any o& t"e elements is ta%en aay !er&ormance ill e a&&ecte$ a$versely# T"e $oule0 "ea$e$ arro eteen motivation an$ sense o& com!etence t"at t"e to variales mutually in&luence eac" ot"er# Rear$ as a result o& in$ivi$ual?s !er&ormance a&&ects "is level o& motivation# I& t"e rear$ is !erceive$ to e o& valence an$ e*uitale it energi;es t"e in$ivi$ual &or still etter !er&ormance an$ t"is !rocess goes on#

Motiv#tion: Level o& motivation motivation $rives an in$ivi$ual in$ivi$ual &or or%# Motivation Motivation is ase$ on motive motive "ic" is a &eeling t"at an in$ivi$ual in$ivi$ual lac%s some t"ings# T"is T"is &eeling creates some sort o&  tension in "is min$# In or$er to overcome t"is tension "e engages in goal B$irecte$  e"aviour t"at is ta%ing t"ose actions troug" "ic" "is nee$s are satis&ie$# T"us motivation ecomes a !rime mover &or e&&orts an$ etter or% !er&ormance#

Sense of co(&etence: To sense o& com!etence $enotes t"e e-tent to "ic" an in$ivi$ual consistently regar$s "imsel& as ca!ale o& $oing a .o# 'ense o& com!etence o& an in$ivi$ual $e!en$s to a very great e-tent on "is locus o& control# Locus o& control means "et"er !eo!le  elieve t"at t"ey are in control o& events or events control t"em# T"ose "o "ave internal locus o& control elieve t"at t"ey can control an$ s"a!e t"e course o& events in t"eir lives9 t"ose "o "ave e-ternal locus o& control ten$ to elieve occur !urely y c"ance or   ecause o& &actors eyon$ t"eir on control# An in$ivi$ual it" internal locus o& control ten$s e "ig" !er&ormer t"an t"ose it" e-ternal locus o& control# Hoever t"is sense o&  com!etence is not an in$e!en$ent &actor ut $e!en$s on t"e aility o& t"e in$ivi$ual#

Abi"it) 6"ile sense o& com!etence is ty!e o& !erce!tion aout onesel& aility is "is !ersonal attriutes relevant &or $oing a .o# O&ten aility is e-!resse$ in t"e &olloing ay or  e*uation Cnole$ge re&ers to t"e !osition o& in&ormation an$ i$eas in a !articular &iel$ "ic" may  e "el!&ul in $evelo!ing relations"i!s among $i&&erent variales relate$ to t"at &iel$# '%ill re&ers to e-!ertness !ractical aility or &acility in an action or $oing somet"ing# T"us i&  t"e in$ivi$ual "as aility relevant to "is .o "is !er&ormance ten$s to e "ig"er t"an t"ose "o $o not !osses suc" aility#

-bility6knowledge7

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Ro"e &e%ce&tion: A role is t"e !attern o& actions e-!ecte$ o& a !erson in activities involving ot"ers# Role re&lects a !erson?s !osition in t"e social system it" its accom!anying rig"ts an$ oli oligat gatio ions ns## In an orga organi ni;at ;atio ion n activ activit itie iess o& an in$i in$ivi vi$u $ual al are gui$ gui$e$ e$ y "is "is role role  !erce!tion t"at is "o "e t"in%s "e is su!!ose$ to act in "is on role is clear t"e in$ivi$ual ten$s to !er&orm ell# T"ere are to ty!es o& !rolems "ic" emerge in role s!eci&ication role amiguity an$ role con&lict role amiguity $enotes t"e state in "ic" t"e in$ivi$ual is not clear "at is e-!ecte$ &rom "im in t"e .o situation# Role con&lict is t"e situation in "ic" t"e in$ivi$ual engages in to or more roles simultaneously an$ t"ese roles are mutually incom!atile# incom!atile# In ot" t"ese situations situations "is !er&ormance !er&ormance is li%ely to e a&&ecte$ a$versely#

O%$#ni#tion#" %eso'%ces: Organi;ation Organi;ational al resources resources $enote various ty!es o& &acilities &acilities 000!"ysical 000!"ysical an$ !syc"ologi !syc"ological cal 000"ic" are availale at t"e or% !lace# P"ysical &acilities inclu$e a!!ro!riate layout o&  t"e or% !lace an$ con$uctive !"ysical environment# Psyc"ological &acilities inclu$e a!!ro!riate a!!ro!riate rear$ system system trainin training g $evelo!m $evelo!ment ent &acilities &acilities "armonious "armonious or%s"o! or%s"o! a!!r a!!ro! o!ria riate te an$ an$ moti motivat vatin ing g lea$ lea$er ers" s"i! i! styles styles motiv motivati ating ng or% or% an$ an$ $o on# on# T"ese T"ese organi;ational resources or% in to ays in increasing in$ivi$ual !er&ormance# 5irst t"ey &acilitate .o !er&ormance# 'econ$ t"ey or% as motivating &actors "ic" en"ance in$ivi$ual ent"usiasm to !er&orm ell#

Ro"e of (otiv#tion:  Motivation is one among t"e various &actors a&&ecting in$ivi$ual !er&ormance# Hoever it is one o& t"e most im!ortant &actors# All organi;ational &acilities ill go aste in t"e lac% o& motivate$ !eo!le to utili;e t"ese &acilities e&&ectively# Every su!erior in t"e organi;ation must motivate "is suor$inates &or t"e rig"t ty!es o& e"aviour# :iagnosing "uman e"aviour e"aviour an$ analy;ing as to "y !eo!le e"ave in a !articular !articular ay is o& !rime im!ortance im!ortance in motivating motivating t"em irres!ective irres!ective o& t"e organi;ation organi;ation ecause in$ivi$ual in$ivi$ual is t"e  asic com!onent o& any organi;ation# T"e im!ortance o& motivation in an organi;ation may e summe$ u! as &ollos,

Hi$+ &e%fo%(#nce "eve": Motivate$ em!loyees !ut toget"er !er&ormance as com!are$ to ot"er em!loyees# In a stu$y it as &oun$ t"at motivate$ em!loyees or%e$ at close D202 !ercent o& t"eir  aility# T"e &urt"er suggeste$ t"at "ourly em!loyees coul$ maintain t"eir .os i& t"ey ere not &ire$ &ire$ y or%in or%ing g a!!roa!!ro-ima imately tely 12to72 12to72 !ercen !ercentt o& t"eir t"eir aility aility## T"e "ig" "ig"  !er&ormance is a must &or an organi;ation eing success&ul an$ t"is !er&ormance comes  y motivation#

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EMPLOYEE MOTIVATION

o, e(&"o)ee t'%nove% #n* #bsenteeis( Motivate$ em!loyees stay in t"e organi;ation an$ t"eir asenteeism is *uite lo# Hig" turnover an$ asenteeism create many !rolems in t"e organi;ation# Recruiting training an$ $evelo!ing large numer o& ne !ersonnel into a or%ing team ta%e years# In a com!etitive economy t"is is almost an im!ossile tas%# Moreover t"is also e&&ects t"e re!utation o& t"e organi;ation un&avouraly

Acce&t#nce of o%$#ni#tion#" c+#n$es: Organi;ations are create$ in t"e society# /ecause o& c"anges in t"e society c"anges in tec"nology value system etc an$ organi;ation "as to incor!orate t"ose t"ings to co!e u! it" t"e re*uirement o& t"e time# 6"en t"ese c"anges are intro$uce$ in t"e organi;ation t"ere is a ten$ency to a resist t"ese c"anges y t"e em!loyees# Hoever i& t"ey are  !ro!erly motivate$ t"ey acce!t intro$uce an$ im!lement t"ese c"anges %ee!ing t"e organi;ation on t"e rig"t trac% o& !rogress#

E(&o,e%(ent Em!oerment is t"e !rocess o& enaling or aut"ori;ing an in$ivi$ual to t"in%  e"aves ta%e action an$ control or% an$ $ecision ma%ing in autonomous ays# It is t"e state o& &eeling sel&0em!oere$ to ta%e control o& one?s on $estiny# Em!oerment rules as a $evelo!ment strategy# s trategy# Along it" motivation .o $esign em!oerment is also use$ as a tec"ni*ue &or  motivation# Most o& or% organi;ations "ave a numer o& em!loyees "o elieve t"at t"ey are $e!en$ent on ot"ers an$ t"eir on e&&orts "ave little im!act on t"e !er&ormance# 'ense o& t"is !oerless creates &rustration in em!loyees an$ t"ey start $evelo!ing &eeling t"at t"ey cannot !er&orm success&ully or ma%e meaning&ul contriutions# In or$er to overc overcom omee t"is t"is &eel &eelin ing g o& em!l em!loy oyee eess an$ an$ invo involv lvin ing g t"em t"em in t"ei t"eirr .os .os t"e t"e i$ea i$ea o&  em!oerment "as een intro$uce$# T"e asic t"ose o& em!oerment "ave emerge$ &rom t"e t"e !ro! !ro!on onen ents ts o& total total *uali *uality ty mana manage geme ment nt (TFM (TFM)) "ic "ic" " "as "as gain gaine$ e$ acce! acce!ta tanc ncee t"roug"out t"e orl$# In 6ester?s $ictionary t"e ver em!oers means to give t"e means aility o&  aut"ority=# T"us em!oerment in or% setting involves giving em!loyees t"e means aility an$ aut"ority to $o somet"ing#  Nesroom an$ :avis "ave $e&ine$ em!oerment as &ollos
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EMPLOYEE MOTIVATION T"ere are &ive a!!roac"es "ic" "ave een suggeste$ &or em!oerment, Hel! Hel!in ing g em!l em!loy oyees ees ac"iev ac"ievee .o .o maste mastery ry B givi giving ng train trainin ing g coac" coac"in ing g an$ an$ gui$ gui$e$ e$ e-!erience t"at are re*uire$ &or initial success# Alloing more control B giving em!loyees $escry travel section over .o !er&ormance an$ ma%ing t"em accountale &or t"e !er&ormance outcomes# Provi$ing success&ul role mo$els B alloing t"em to oserve !eers "o are !er&orming success&ully on t"e .o# 8sing social rein&orcement an$ !ersuasion B giving !raise encouragement an$ veral &ee$ac% to raise con&i$ence# iving emotional su!!ort B re$uction o& stress an$ an-iety t"roug" etter role !resent travel section tas% assistance an$ !ersonal care# 6"en managers use t"ese a!!roac"es em!loyees $evelo! a &eeling t"at t"eir .os are im!ortant an$ t"ey contriute meaning&ully &or t"e ac"ievement o& organi;ational e&&ectiveness# T"is &eeling contriutes !ositively to t"e use o& s%ills an$ talents in .o !er&ormance as s"on in &igure,   mpowerment

%ob mastery

Perception of 

  mpowerment

 &ore self# control

5ig , em!oerment an$ its e&&ect

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'etter

Performance

EMPLOYEE MOTIVATION

To& 1 &%inci&"es of e(&"o)ee e(&o,e%(ent: T"ese are t"e most im!ortant !rinci!les &or !eo!le in a ay t"at rein&orces em!loyee em!oerment accom!lis"ment an$ contriution# T"ese management actions enale ot" t"e !eo!le "o or% it" you an$ t"e !eo!le "o re!ort to you to soar#

1. De(onst%#te- )o' v#"'e &eo&"e Your regar$ &or !eo!le s"ines t"roug" in all o& your actions an$ or$s# Your &acial e-!ression your o$y language an$ your or$s e-!ress "at you are t"in%ing aout t"e  !eo!le "o re!ort to you# You Yourr goal is to $emonstrate your a!!reciation &or eac" !erson?s uni*ue value# No matter "o an em!loyee is !er&orming on t"eir current tas% your value &or t"e em!loyee as a "uman eing s"oul$ never &alter an$ alays e visile# 2. S+#%e "e#*e%s+i& vision

Hel! Hel! !eo! !eo!le le &eet &eet t"at t"at t"ey t"ey are !art !art o& some somet" t"in ing g igg igger er t"an t"an t"em t"emsel selve vess an$ an$ t"ei t"eir  r  in$ivi$ual in$ivi$ual .o# :o t"is y ma%ing ma%ing sure t"ey %no an$ "ave access to t"e organi;ation? organi;ation?ss overall mission vision an$ strategic !lan# 3. S+#%e $o#"s #n* *i%ection

'"are t"e most im!ortant goals an$ $irection &or your grou!# 6"ere !ossile eit"er ma%e !rogress on goals measurale an$ oservale or ascertain t"at you "ave s"are$ your !ictures o& a !ositive outcome it" t"e !eo!le res!onsile &or accom!lis"ing t"e results# 4. T%'st &eo&"e

Trust t"e intention o& !eo!le to $o t"e rig"t t"ing ma%e t"e rig"t $ecision an$ ma%e c"oices t"at "ile may e not e-actly "at you oul$ $eci$e still or%# 5. !%ovi*e info%(#tion fo% *ecision (#6in$

Ma%e certain t"at you "ave give !eo!le or ma$e sure t"at t"ey "ave access to all o& t"e in&ormation t"ey nee$ to ma%e t"oug"t&ul $ecisions# 7. De"e$#te #'t+o%it) #n* i(&#ct o&&o%t'nities- not j'st (o%e ,o%6 

:oesn?t .ust $elegate t"e $ru$ge or%9 $elegate some o& t"e &un stu&& too# You %no %no $elega $elegate te t"e im!ort im!ortant ant meetin meetings gs t"e commit committee tee memer memers"i s"i!s !s t"at t"at in&lue in&luence nce  !ro$uct $evelo!ment an$ $ecision ma%ing an$ t"e !ro.ects t"at !eo!le an$ customers notice# T"e em!loyee ill gro an$ $evelo! ne s%ills# s%ills # You Yourr !late ill e less &ull & ull so you can concentrate on contriution# Yo Your re!orting sta&& ill grate&ully s"ine0an$ so ill you# 8. !%ovi*e f%e9'ent fee*b#c6 

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EMPLOYEE MOTIVATION Provi$e &re*uent &ee$ac% so t"at !eo!le %no "o t"ey are $oing# 'ometimes t"e !ur!ose o& &ee$ac% is rear$ an$ recognition# Peo!le $eserve your constructive &ee$ac% too so t"ey can continue to $evelo! t"eir %nole$ge an$ s%ills#

. So"ve &%ob"e(s: *on;t &in&oint &%ob"e( &eo&"e 6"en a !rolem occurs as% "at is rong it" t"e or% system t"at cause$ t"e  !eo!le to &ail &a il not "at is rong it" t"e !eo!le# 6orst case res!onse to !rolemsG 'ee%  to i$enti&y an$ !unis" t"e guilty# <. isten to "e#%n #n* #s6 9'estions to &%ovi*e $'i*#nce

Provi$e a s!ace in "ic" !eo!le ill communicate y listening to t"em an$ as%ing t"em *uestions# ui$e y as%ing *uestions not y telling gron u! !eo!le "at to $o# $o# Peo! Peo!le le "at "at to $o# $o# Peo! Peo!le le gene general rally ly %no %no t"e t"e rig" rig"tt anse ansers rs i& t"ey t"ey "ave "ave t"e t"e o!!ortunity to !ro$uce t"em# 6"en an em!loyee rings you a !rolem to solve as% <"at $o you t"in% you s"oul$ $o you s"oul$ $o to solve t"is !rolemG= Or as% <"at action ste!s $o you recommen$G= Em!loyees can $emonstrate "at t"ey %no an$ gro in t"e !rocess#

He"& "& e(&" e(&"o)e o)ees es fee" fee" %e,# %e,#%* %*e* e* #n* #n* %eco %eco$n $ni ie* e* fo% e(&o e(&o,e ,e%e %e* * 1. He be+#vio'% 6"en em!loyees &eel un$er0com!ensate$ un$er0title$ &or t"e res!onsiilities t"ey ta%e on un$er0notice$ un$er0!raise$ an$ un$er B a!!reciate$ $on?t e-!ect results &rom em!loyee em!oerment# T"e asic nee$s o& em!loyees must &eel met &or em!loyee?s em!oerment#

INDUSTR= !ROIE

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EMPLOYEE MOTIVATION T " e i n s u ra ra n c e s e c t o r i n I n $ i a " a s c o m e a & u l l c i r c l e & r o m  e   e i n g a n o ! e n c o m ! e t i t i v e m a r % e t t o n a t i o n a l i ; a t i o n a n $  a c % t o a lierali;e$ mar%et again# Tracing t"e $evelo!ments in t"e In$ian insurance sector reveals t"e 72 $egree turn itnesse$ over a !erio$ o& almost to centuries# A rie& "istory o& t"e Insurance sector  T"e usiness o& li&e insurance in In$ia in its e-isting &orm starte$ in I n$ n $ ia i a i n t "e " e y ea e a r 3 D3 D 3 D  it i t " t "e " e e st s t a a  li l i s" s " me m e nt n t o & t "e " e O ri r i en e n ta t a l L i& i& e Insurance +om!any in +alcutta# ' o m e o & t " e i m ! o r t an an t m i l es es t o ne n e s i n t " e l i & e i n s ur ur a n c e  u s i ne ne s s i n I n $ i a are, 3 3  3 1, 1 , T "e " e I n $i $i a n L i& i & e A s s ur u r a nc n c e + om o m !a ! a n ie ie s A c t e n ac a c t e$ e $ a s t "e " e & i rs rs t statute to regulate t"e li&e insurance usiness# usine ss# 3 1 1 D, D, T " e I n$ n $ ia ia n I ns ns ur u r an a n ce c e + om o m ! an a n ie i e s A c t e na na ct c t e$ e $ t o e na n a l l e t "e "e government to collect statistical in&ormation aout ot" li&e an$ non0li&e insurance usinesses# 37D, Earlier legislation consoli$ate$ an$ amen$e$ to y t"e Insurance Act it" t"e o.ective o& !rotecting t"e interests o& t"e insuring !ulic# 34, 1@4 In$ian an$ &oreign insurers an$ !rovi$ent societies ta%en over    y t " e c e n t r a l g o v e r n m e n t a n $ n a t i o n a l i ; e $ # L I + & o r m e $  y a n Ac t o &  Parliament vi;# LI+ Act34 it" a ca!ital contriution o& Rs# 4 crore &rom t"e overnment o& In$ia# T"e eneral insurance usiness in In$ia on t"e ot"er "an$ can trace its roots to t"e Triton Insurance +om!any Lt$# t "e " e & ir i r st s t g en e n er e r al a l i ns n s ur u r an a n ce c e c om o m !a !a n y e st s t a a  li l i s" s " e$ e $ i n t "e " e y ea e a r 3 D4 D4 2 i n +alcutta y t"e /ritis"#

Ins'%#nce secto% %efo%(s:

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EMPLOYEE MOTIVATION In 37 Mal"otra +ommittee "ea$e$ y &ormer 5inance 'ecretary an$ R/I  o ve ve r no no r R #N # N # M a l" l" ot o t r a  a s & o rm r m e$ e $ t o e va v a l ua u a t e t "e " e I n$ n $ i an a n i ns n s u ra r a n ce ce in$ustry an$ recommen$ its &uture $irection# T"e Mal"otra committee as set u! it" t"e o.ective o& com!lementing t"e re&orms initiate$ in t"e &inancial sector# T "e " e r e &o & o rm r m s  e re r e a i me m e $ a t < c re r e a ti t i n g a m or o r e e && & & i ci c i e nt n t a n $ c o m! m! e ti t i t iv iv e &inancial system suitale &or t"e re*uirements o& t"e economy %ee!ing in m i n$ n$ t " e s t ru r u ct c t u ra r a l c "a " a n ge ge s c u rr r r e nt nt l y u n$ n $ er e r  ay a y a n $ r e co c o gn g n i ;i ; i ng n g t "a "a t insurance is an im!ortant !art o& t"e overall &inancial system "ere it as necessary to a$$ress t"e nee$ &or similar re&orms= I n 3   @ @ t "e "e c om om mi mi tt t t ee e e s u u  mi mi tt t t e$ e $ t "e "e r e! e ! o rt r t a n$ n $ s om o m e o & t "e " e % ey ey recommen$ations inclu$e$,

i> St%'ct'%e overnment sta%e in t"e insurance +om!anies to e roug"t $on to 42J overnment s"oul$ ta%e over t"e "ol$ings o& I+ an$ its susi$iaries so t"at t"ese susi$iaries susi$iaries can act as in$e!en$ent in$e!en$ent cor!orations# All t"e insurance com!anies s"oul$ e given greater &ree$om to o!erate

ii> Co(&etition Private +om!anies it" a minimum !ai$ u! ca!ital o& Rs#3n s"oul$ e alloe$ to enter t"e in$ustry#  No  N o + o m ! a n y s " o u l $ $ e a l i n  o t " L i & e a n $  e n e r a l I n s u r a n c e t " r o u g " a single entity# 5oreign com!anies may e alloe$ to enter t"e in$ustry in collaoration it" t"e $omestic com!anies# Postal Li&e Insurance s"oul$ e alloe$ to o!erate in t"e rural mar%et# O n ly l y o ne n e ' t at at e L e ve ve l L i& i & e I ns n s u ra r a n ce ce + om o m !a ! a n y s " ou ou l$ l $  e a l lo l o e e $ t o o!erate in eac" state

iii> Re$'"#to%) o*) T"e Insurance Act s"oul$ e c"ange$ ''IETM/A01234

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EMPLOYEE MOTIVATION An Insurance Regulatory o$y s"oul$ e set u! + o nt nt r ol o l l er e r o & I ns n s u ra ra n ce c e ( + ur ur r en e n t ly l y a ! ar a r t & r om om t " e 5 i na na nc n c e M i ni ni s tr t r y) y) s"oul$ e ma$e in$e!en$ent

iv> Invest(ents M a n $a $ a t o r y I n v e st s t m e nt n t s o & L I + L i & e 5 u n $ i n g o ve ve r n me m e n t s e c ur u r i t i es es t o  e re$uce$ &rom K4J to 42J I+ an$ its susi$iaries are not to "ol$ more t"an 4J in any com!any (T"ere current "ol$ings to e roug"t $on to t"is level over a !erio$ o&  time)

v> C'sto(e% Se%vice LI+ s"oul$ !ay interest on $elays in !ayments eyon$ 72 $ays Insurance com!anies must e encourage$ to set u! unit lin%e$ !ension  !l  ! l a n s +om!uteri;ation o& o!erations an$ u!$ating o& tec"nology to e carrie$ out in t"e Insurance in$ustry# Hence it as $eci$e$ to allo com!etition in a limite$ ay y s ti!ulating ti!ulating t"e minimum ca!ital re*uirement o& Rs#322 crore# T"e committee &elt t"e n e e$ e $ t o ! ro r o vi v i $ e g re r e a te t e r a ut u t o no no m y t o i ns n s u ra r a nc n c e c o m! m! a ni ni e s i n o r $e $e r t o i m! m ! ro r o ve ve t "e "e ir i r ! er e r &o & o rm r m a nc n c e a n$ n $ e na na l  l e t "e "e m t o a ct c t a s i n$ n$ e! e ! en e n $e $e nt nt c o m! m! a ni ni e s  i t" t" e c on on o mi mi c m ot o t i ve v e s # 5 or o r t "i " i s ! ur u r !o ! o s e e  i t " a $ ! ro r o !o ! o s e$ e$ setting u! an in$e!en$ent regulatory o$y# T"e Insurance Regulatory an$ :evelo!ment Aut"ority (IR:A) Re&orms in t"e Insurance sector ere initiate$ it" t"e !assage o& t"e I R: R: A / i ll l l i n P ar ar li l i a me me nt nt i n : e ce ce m m e r 3    # T " e I R : A s in in c e i t s incor!oration as a statutory o$y in A!ril 1222 "as &asti$iously stuc% to i t s s c "e "e $ ul ul e o & & r am a m i ng ng r e gu g u l at a t i on on s a n$ n $ r e gi g i s te t e r in i n g t "e " e ! r iv iv a te t e s e ct c t or or   insurance com!anies# T"e ot"er $ecision ta%en s imultaneously imultaneously to !rovi$e t"e su!!orting su!!orting systems to t"e insurance sector an$ in !articular t"e li&e insurance com!anies as t"e launc" o& t"e IR:A?s online service &or issue an$ reneal o& licenses to agents# T "e " e a ! !r !r o va va l o & i ns n s t it i t ut u t i on o n s & o r i m !a !a r ti t i ng n g t r ai a i ni n i n g t o a ge g e n ts ts " a s a l so so e n s ur u r e $ t " a t t " e i n s ur u r a n c e c o m ! a ni ni e s  o ul u l $ " a ve v e a t r a in i n e $  o r % & o rc rc e o &   insurance agents in !lace to sell t"eir !ro$ucts "ic" are e-!ecte$ to e intro$uce$ y early ne-t year# ''IETM/A01234

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EMPLOYEE MOTIVATION 'ince eing set u! as an in$e!en$ent statutory statuto ry o$y t"e IR:A "as !ut in a &rameor% o& gloally com!atile regulations# regulatio ns# In t"e !rivate sector 31 li&e insurance an$  general insurance com!anies "ave een registere$

?ision • • •

To e t"e &irst c"oice insurer &or customers To e t"e !re&erre$ em!loyer &or sta&& in t"e insurance in$ustry To e t"e numer one insurer &or creating s"are"ol$er value

Mission •

As a res!onsile customer &ocuse$ mar%et lea$er e ill strive to un$erstan$ t"e

•

insurance nee$s o& t"e consumers an$ translate it into a&&or$ale !ro$ucts t"at $eliver value &or money# A Partners"i! /ase$ on 'ynergy /a.a. Allian; o&&ers tec"nical e-cellence in all

•

areas o& eneral an$ Healt" Insurance as ell as Ris% Management# T"is !artners"i! success&ully comines /a.a. 5inservs in0$e!t" un$erstan$ing o& 

•

t"e local mar%et an$ e-tensive $istriution netor% it" t"e gloal e-!erience an$ tec"nical e-!ertise o& t"e Allian; rou!# As a registere$ In$ian Insurance +om!any an$ a ca!ital ase o& Rs# 332 crores t"e t"e com! com!any any is &ully &ully licen license$ se$ to un$e un$er rri rite te all line liness o& insu insuran rance ce usi usine ness ss inclu$ing "ealt" insurance#

A,#%*s #n* Reco$nition: /est Insurance +om!any in !rivate sector at t"e IPE /an%ing 5inancial 'ervices an$

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EMPLOYEE MOTIVATION Insurance (/5'I) 1237# Organi;ation o& t"e Year y 'CO+H 5inancial Inclusion Aar$ 1237 'toc% 'toc% 5inanc 5inancial ial Inclus Inclusion ion Aar$ 1231 1231 &or contri contriut ution ion toar$ toar$ss &inanci &inancial al inclus inclusion ion t"roug" li&e insurance /a.a. Allian; Li&e Insurance "as een rate$ amongst t"e 42 to! service ran$s an$ ran%e$ as T"ir$ /est Li&e Insurer as !er a survey con$ucte$ on Most Truste$ +om!anies y /ran$ E*uity an$ A+ Nielsen0OR Mar 1231# /est +ontriution in Investor E$ucation  +ategory En"ancement y /loomerg 8TV 5inancial Lea$ers"i! Aar$s Aar$s 1233 T"e /est 8tili;ation 8tili;ation o& In&ormation In&ormation Tec" Tec"nolo nology gy to Trans&orm Trans&orm /usiness /usiness  y /loomerg /loomerg 8TV +O Aar$s 12330Tec"nology +"a!ter# Pro$ucts  'ervices Term Te rm Insurance 'avings 'olutions Investment 'olutions Retirement 'olutions 8LIP rou! Insurance  NRI +orner 

T+e #j#j A""i#n @c+i"* $#in !"#n : ''IETM/A01234

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EMPLOYEE MOTIVATION Ta%ing care o& a c"il$ is !er"a!s t"e most im!ortant .o a !arent can "ave# It is ut natural t"at you oul$ li%e to give your c"il$ your est# An$ t"ere&ore t"is is t"e time "en care&ul &inancial !lanning can "el! you &ul&ill t"e as!iration t"at you "ave &or your  c"il$ren# T"e /a.a. Allian; c"il$ gain solutions "el! you to en.oy t"e .oys o& !arent"oo$ res!onsily it" t"e reassurance o& a secure &uture &or your c"il$# 6"at $oes /a.a. Allian;
T+e #j#j A""i#n ne, 'nit $#in &"#n : /a.a. Allian; Ne unit gain comes it" a "ost o& &eatures t"at allos you to "ave t"e est o& ot" orl$s B !rotection an$ investment  it" &le-iility li%e never e&ore# Cey &eatures o& t"is !lan are , uarantee$ $eat" ene&it# +"oice o& investment &un$s it" &le-ile investment management9 you can c"ange &un$s at any time# Provi$ing &or &ullQ!artial it"$ras any times a&ter t"ree years !rovi$e$ t"ree &ull years?  !remiums are !ai$# 8nmatc"e$ &le-iility B to matc" your c"anging nee$s # Maturity ene&it e*ual to t"e &un$ value !ayale on t"e $ate o& maturity# T"e
'ome o& t"e %ey &eature o& t"is !lan are ,

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EMPLOYEE MOTIVATION uarantee$ $eat" ene&it +"oice o& 4 investment &un$s it" &le-ile investment management, you can c"ange 5un$s at any time# Attractive investment alternative to &i-e$ B interest securities# +"oice o& investment &un$s it" &le-ile investment management, you can c"ange 5un$s at any time# Attractive investment alternative to &i-e$ B interest securities Provision &or &or &ullQ!artial it"$raals any time a&ter t"ree years &rom commence$ o& t"e !olicy !rovi$e$ t"ree &ull years? !remiums are !ai$# 8nmatc"e$ &le-iility to matc" your c"anging c"anging nee$s# Maturity ene&it e*ual to t"e &un$ value !ayale on $ate o& maturity# Ho $oes /a.a. Allian; +as" ainG T"is !lan !ays out a guarantee$ amount on survival at t"e en$ o& every 3Q4t" o&  t"e Policy term selecte$# A total total o& K4J o& t"e sum assure$ is !ai$ out in t"e &irst @ cas"  ene&its# On maturity 42J o& t"e sum assure$ is !ai$ along it" accrue$ onuses# Hence t"e total +as"Qsurvival ene&it $istriute$ un$er t"is !lan comes to more t"an 322J 2& t"e sum assure$  B in &act 314J o& t"e sum assure$# 3st +as" /ene&it 34J o& 'um Assure$ 1n$ +as" /ene&it 14J o& 'um Assure$ 7r$ +as" /ene&it 14J o& 'um Assure$ @t" +as" /ene&it 14J o& 'um Assure$ On maturity 42J o& o& sum Assure$  accrue$ onuses# T"e ene&its ene&its ill ill &urt"er &urt"er increases increases y ay o& accrue$ accrue$ onuses onuses t"at t"at are $istriute$ $istriute$ at at maturity or on $eat" i& earlier# In case o& maturity or $eat" a&ter 34 &ull !olicy years t"e com!any may Pay an a$$itional terminal onus &or in B &orce !olicies#

T+e @#j#j A""i#n Invest G#in &"#n :

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EMPLOYEE MOTIVATION /a.a. /a.a. Allian llian;; Inve Invest st ain ain is a s!ec s!ecial ially ly $esig $esigne ne$ $ !lan !lan t"at t"at o&&e o&&ers rs uni* uni*ue ue cominations o& ene&its to "el! you $evelo! a soun$ &inancial !ort&olio &or your &amily# Among t"e many uni*ue ene&its t"e most signi&icant is t"e &amily income ene&it (5I/) t"at sustains t"e 5amily y com!ensating t"e loss o& income $ue to $eat" or !ermanent $isaility# T"is is one B sto! s"o! solution t"at can %ee! you an$ you &amily &inancially  !rotecte$ at times "en you nee$ it most# In a &inancial orl$ "ere c"oices can $rive you cra;y your searc" &or t"e t"e !er&ect li&e insurance !lan sto!s sto!s "ere# "ere# /a.a. Allian; Li&e aims "ig" 'am "os" +EO /a.a. Li&e Insurance +om!any Limite$ "o too% over t"is Sanuary outl outlin ines es "is "is aggr aggres essi sive ve gro grot" t" stra strate tegy gy## Ven%at n%atac ac"a "ari riSa Saga gann nnat at"a "anr nre! e!or orts ts## ## /a.a. Li&e Insurance +om!any Limite$  a K@,1 .oint venture eteen /a.a. Auto Limite$ an$ Allian; A ermany (&ormerly Allian; /a.a. Li&e Insurance +om!any Limite$)  un$er a ne team "ea$e$ y 'am "os" +EO "as ta%en t"e com!etition "ea$0on leaving in$ustry atc"ers sur!rise$ at its ra!i$ !ace o& grot"# "os" "imsel& is a necomer to t"e com!any earlier "aving steere$ t"e Rs@D2 crore0 /a.a. Allian; eneral Insurance +om!any to t"e secon$ !osition in t"e In$ian !rivate sector insurance sector# In a s!an o& .ust eig"t mont"s /a.a. Allian; Li&e (!remium income Rs112 crore) "as  .um!e$ t"ree !aces to occu!y t"e &ourt" slot in t"e 370strong li&e insurance insurance in$ustry# To$ay t"e com!any is in t"e mi$st o& !ursuing its tin cor!orate $ream goals  to close t"is &iscal it" a !remium income o& RsK42 crore an$ occu!y t"e numer t"ree slot $is!lacing t"e incument /irla 'un Li&e Insurance +om!any Limite$# iven t"e $aily collections  over Rs3 crore  an$ its mont"0on0mont" grot" t"e secon$ may come true sooner# Accor$ing Accor$ing to t"e Insurance Insurance Regulatory an$ :evelo!men :evelo!mentt Aut"ority Aut"ority (IR:A) &igures t"e ne !remium $i&&erence eteen /a.a. Allian; Li&e an$ /irla 'un Li&e at t"e en$ o&  August 122@ as Rs7K#4 crore# Rival /irla 'un Li&e "as ta%en t"e t"reat seriously#

RESEARCH METHODOOG=.

''IETM/A01234

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EMPLOYEE MOTIVATION Researc" is a systematic met"o$ o& &in$ing solutions to !rolems# It is essentially an investigation a recor$ing an$ an analysis o& evi$ence &or t"e !ur!ose o& gaining %nole$ge# DEINITION:/

Acco Accor$ r$in ing g to C"iffo%* ,oo*)
OBECTI?ES OBECTI? ES O THE STUD=:

To stu$y t"e role o& em!loyee em!oerment a&ter motivation# To i$enti&y "o em!loyee motivation is relate$ to !er&ormance# To measure t"e conse*uences o& !re an$ !ost em!loyee motivation# To calculate t"e level o& motivation# To stu$y t"e im!act o& aut"ori;e$ motivation on !ro$uctivity# To measure em!loyee satis&action satis& action toar$s or%ing environment#

NEED OR THE STUD=

''IETM/A01234

Page 2*

EMPLOYEE MOTIVATION

•

T"e !ur!ose o& t"e stu$y is to i$enti&y t"e level o& motivation among t"e or%ing

•

grou! in /a.a. Allian; Li&e insurance# To %no t"e or%ing environment su!ervisors relations"i! &amily relations"i!

•

an$ in$ivi$ual !erce!tion aout t"e com!any in relation to motivation# T"e stu$y can reveal t"e !syc"ological an$ economic &actors associate$ it"

•

motivation an$ also can ring &ort" t"e interrelate$ &actors &or motivation# T"e T"e stu$y stu$y oul oul$ $ e "el! "el!&u &ull in givi giving ng sugg sugges estio tions ns to a!!l a!!ly y t"e t"e moti motivat vatio ion n met"o$s#

SCO!E O THE STUD=:

''IETM/A01234

Page 2+

EMPLOYEE MOTIVATION 

T"e "uman resources management "as to i$enti&y em!loyee?s motivation to



matc" it" t"e organi;ation?s organi;ation?s !ro$uctivity# !ro$uctivity# T"e motivation o& eac" em!loyee ill lea$ to t"e etter etter !er&ormance an$



in turn satis&ies ot" ot" t"e em!loyees an$ also organi;ation# As em!loyee motivation is im!ortant &or t"e organi;ation

to ac"ieve t"e

$esire$ goals on time t"ere&ore t"e em!loyees must e motivate$ y using various tec"ni*ues# #

RESEARCH DESIGN:

3.3 Me#nin$, ''IETM/A01234

Page 2/

EMPLOYEE MOTIVATION Researc" Researc" is an en$eavour en$eavour to $iscover $iscover ansers ansers to intellectual intellectual an$ !ractical !ractical  !rolems t"roug" t"e a!!lication o& scienti&ic met"o$#
3.3.1 Rese#%c+ Desi$n, A researc" $esign $esign is consi$ere$ consi$ere$ as t"e &rameor% &rameor% or !lan &or a stu$y t"at gui$es as ell as t"e $ata collection an$ analysis o& $ata# T"e researc" $esign $esign may e e-!lora e-!loratory tory "el!s $escri! $escri!tive tive an$ e-!erim e-!erimenta entall &or t"e  !r es en t s tu $y# T"e $escri!tive researc" $esign is a$o!te$ &or t"is !ro.ect#

3.3.2 Rese#%c+ A&&%o#c+ A&&%o#c+, T " e r e se s e a r c " e r  o r % e r c o n t a c t e$ e $ t " e r e s ! o n$ n $ e n t s ! e r s o na na l l y  i t "  e l l 0 !re!are !re!are$ $ se*uenti se*uentially ally arrang arrange$ e$ *uestio *uestions# ns# T"e T"e *uestion *uestionnai naire re is !re!ar !re!are$ e$ on t"e asis o& o.ectives o& t"e stu$y# :irect contract is use$ &or survey i#e# contacting em!loyees $irectly in or$er to collect $ata#

3.3.3 Objectives of Rese#%c+ , T"e !ur!ose !ur!ose o& researc" is to $iscover $iscover ansers ansers t"roug" t"roug" t"e a!!lication a!!lication o&  scienti&ic !roce$ures# T"e o.ectives are, •

To gain &amiliarity it" a !"enomenon or to ac"ieve ne insig"ts into it B 

•

E-!loratory or 5ormulative Researc"# To !ortray accurately t"e c"aracteristics o& a !articular in$ivi$ual situation or a

•

grou! B :escri!tive Researc"# To $etermine t"e &re*uency it" "ic" somet"ing occurs or it" "ic" it is associate$ it" somet"ing else B :iagnostic Researc"# To test a "y!ot"esis o& a causal relations"i! eteen variales B Hy!ot"esis0Testing Researc"#

3.3.4 C+#%#cte%istics of Rese#%c+, •

Resea Researc rc" " is $irec $irecte$ te$ toa toar$ r$ss t"e t"e solu soluti tion on o& a !ro !rolem lem## It is ase$ ase$ u!on u!on

•

oservale e-!erience or em!irical evi$ence# Researc Researc" " $eman$ $eman$ss accurate accurate oserv oservati ation on an$ $escri $escri!tio !tion# n# Researc Researc" " involv involves es gat"ering ne $ata &rom !rimary sources or using e-isting $ata &or a ne  !ur!ose#

''IETM/A01234

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EMPLOYEE MOTIVATION

•

Researc" activities are c"aracteri;e$ y care&ully $esigne$ !roce$ures# Researc" re*uir re*uires es e-!erti e-!ertise se i#e# i#e# s%ill s%ill necessa necessary ry to carryo carryout ut investi investigat gation ion searc" searc" t"e

•

relate$ literature an$ to un$erstan$ an$ analy;e t"e $ata gat"ere$# Researc" is o.ective an$ logical B a!!lying every !ossile test to vali$ate t"e $ata collecte$ an$ conclusions reac"e$# Researc" involves t"e *uest &or ansers

•

to unsolve$ !rolems# Researc" re*uires courage# Researc" is c"aracteri;e$ y !atient an$ un"urrie$ activity# Researc" is care&ully recor$e$ an$ re!orte$

3.3.5 Ste&s in con*'ctin$ %ese#%c+: Researc" is o&ten con$ucte$ using t"e "ourglass mo$el structure o& researc"# T"e "ourg "ourglass lass mo$el starts it" it" a roa$ roa$ s!ectr s!ectrum um &or researc" researc" &ocusi &ocusing ng in on t"e re*u re*uire ire$ $ in&o in&orm rmati ation on t"ro t"roug ug" " t"e t"e met" met"o$ o$ o& t"e t"e !ro. !ro.ect ect (li%e (li%e t"e t"e nec% nec% o& t"e t"e "ourglass) t"en e-!an$s t"e researc" in t"e &orm o& $iscussion an$ results# T"e ma.or ste!s in con$ucting researc" are, •

I$enti&ication o& researc" !rolem

•

Literature revie

•

'!eci&ying t"e !ur!ose o& researc"

•

:etermine s!eci&ic researc" *uestions or "y!ot"eses

•

:ata collection

•

Analy;ing an$ inter!reting t"e $ata

•

Re!orting an$ evaluating researc"

•

+ommunicating t"e researc" &in$ings an$ !ossily recommen$ations recommen$ations

3.3.7 RESEARCH INSTRUMENTS: INSTRUMENTS: ''IETM/A01234

Page 31

EMPLOYEE MOTIVATION 3# !e%son#" Inte%vie,s

,

'c"e c"e$ules les ere ere a$ministe stere$ !erson sonally &or +ollecting t"e $ata#

1# 'estionn#i%e

,

structure$ *uestionnaire

3. Rese#%c+ (et+o*

,

convenience sa sam!ling me met"o$

4# S#(&"e sie

,

322 em!loyees

3.4 SOURCE O DATA: DATA: 1. !RIMAR= DATA:

T"e !rimary $ata as collecte$ &rom em!loyees t"roug" structural *uestions an$ an$ !erso !ersona nall inter intervi vie ess it" it" t"e t"e em!l em!loy oyees ees "o "o "ave "ave atten atten$e $e$ $ t"e t"e trai traini ning ng  !rogrammes# 2. SECONDAR= DATA:

'econ$ary $ata inclu$e ot" *uantitative an$ *ualitative $ata an$ t"ey can  e use$ in ot" $escri!tive an$ e-!lanatory researc"# T"e $ata you use may e ra $ata "ere t"ere "as een little i& any !rocessing or com!ile$ $ata t"at "ave receive$ some &rom o& selection or summari;ing it"in usiness an$ usiness an$ managem management ent researc" researc" suc" $ata $ata are use$ use$ mostly mostly in case stu$y an$ survey0ty! survey0ty!ee researc"#

IMITATIONS ''IETM/A01234

Page 32

EMPLOYEE MOTIVATION

 

Accuracy o& t"e re!ort is com!letely $e!en$ant o& t"e em!loyee?s res!on$ents# An in $e!t" stu$y coul$n?t e con$ucte$ ecause o& t"e limite$ time !erio$# T"e res!on$ents ere not alays o!en an$ &ort"coming it" t"eir vies agitates



an$ not $isclosing# T"e c"anges o& iase$ res!onses cannot e eliminate$ t"roug" all ste!s ere ta%en



to avoi$ t"e same#

D#t# An#")sis #n* Inte%&%et#tion ''IETM/A01234

Page 33

EMPLOYEE MOTIVATION 4.1. =e#%s of e0&e%ience.

TAE:4.1

'#NO 3 1 7 @

5A+TOR' 204 years 032 years 33034 years U34 years TOTAL

Total 7 1D 12 3 322

J 7 1D 12 3 322

GRA!H:4.1

Inte%&%et#tion: 5rom t"e gra!" s"os t"at 7J o& res!on$ents says t"at t"ey "ave an 204 years E-!erience in t"at organisation 1DJo& res!on$ents says t"at t"ey "ave an032 Years Years o& e-!erience in t"e organisation12J organisation12J o& res!on$ents says t"at t"at t"ey "ave an 33034 years e-!erience in t"eir organisation#

4.2. o""o,in$ #%e t+e "ist of (otiv#tion#" f#cto%s. f#cto%s.

''IETM/A01234

Page 34

EMPLOYEE MOTIVATION TAE:4.2

5A+TOR' So security

Total 71

Percentage (J) 71

Promotion

3

3

+areer :evelo!ment

1D

1D

6el&are measures

1@

1@

322

322

TOTAL

GRA!H:4.2

Inte%&%et#tion: 5rom t"e aove gra!" s"os t"at 71J o& res!on$ents &eels t"at t"ey "ave an .o 'ecurity in t"at organisation1DJ o& res!on$ents &eels t"at t"e organisation "as To e !rovi$ing t"e goo$ career o!!ortunity &rom t"en 1@J o& res!on$ents &eels T"at t"ey "ave an availaility o& el&are &acilities in t"at organisation 3J o&  Res!on$ents &eels t"at t"ey "ave an goo$ !romotion o!!ortunity ill e !rovi$e$ /y t"e organisation &rom t"em#

''IETM/A01234

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EMPLOYEE MOTIVATION 4.3. E(&"o)ees #t ,o%6 &"#ce #

TAE:4.3

'#NO 3 1 7 @

5A+TOR' Hig"ly satis&ie$ 'atis&ie$ Average :is satis&ie$ TOTAL

Total 7 1D 3@ 11 322

J 7 1D 3@ 11 322

GRA!H:4.3

Inte%&%et#tion: 5rom t"e aove gra!" 7J o& res!on$ents says t"at t"ey an "ig"ly satis&ie$ in t"eir or%   !lace1DJ o& res!on$ents says t"at t"ey "ave an satis&ie$ in t"eir or% !lace 11J o&  res!on$ents says t"at t"ey "ave not satis&ie$ in t"eir or% !lace#

''IETM/A01234

Page 3)

EMPLOYEE MOTIVATION 4.4 Effectiveness of e(&"o)ee &#%tici&#tion in *ecision (#6in$. TAE:4.4

'#NO 3 1 7 @

5A+TOR' Hig"ly satis&ie$ 'atis&ie$ Average :is satis&ie$ TOTAL

Total 11 3@ 1D 7 322

J 11 3@ 1D 7 322

GRA!H:4.4

Inte%&%et#tion: 5rom t"e aove aove gra!" 7J o& res!on$ents res!on$ents are $is satis&ie$ t"e !artici!atio !artici!ation n o& $ecision ma%ing in t"eir organisation1DJ o& res!on$ents are average11J o& res!on$ents are "ig"ly "ig"ly satis&ie$ satis&ie$ t"e !artici! !artici!atio ation n o& $ecisio $ecision n ma%ing ma%ing in t"eir t"eir organi organisati sation on3@J 3@J o&  res!on$ents are satis&ie$#

''IETM/A01234

Page 3*

EMPLOYEE MOTIVATION

4.5 Ro"e of +% in t+e o%$#ni#tion # TAE:4.5

'#NO 3 1 7 @

5A+TOR' Hig"ly satis&ie$ 'atis&ie$ Average :is satis&ie$ TOTAL

Total 71 @2 3 31 322

J 71 @2 3 31 322

GRA!H:4.5

Inte%&%et#tion: 5rom t"e aove gra!" @2J o& res!on$ents says t"at t"ey are satis&ie$ t"e HR !lace An$ im!ortant role in t"eir organisation 71J o& res!on$ents says t"at t"ey are Hig"ly satis&ie$#

''IETM/A01234

Page 3+

EMPLOYEE MOTIVATION

4.7 ist of #&&%o#c+es to (otiv#te TAE:4.7

5A+TOR'

TOTAL

PER+ENTAE (J)

A6AR:'

3)

3)

RE6AR:'

2+

2+

RE+ONITION

14

14

PROMOTIONAL +HANNEL'

22

22

100

100

TOTAL

GRA!H:4.7

Inte%&%et#tion: 5rom t"e aove gra!" 7J o& res!on$ents are satis&ie$ t"at t"e organisation "as to e i$enti&y t"e !er&ormance o& an em!loyee y !rovi$ing t"e aar$s1DJo& res!on$ents are in t"at organisation "as to e i$enti&y t"e !er&ormance o& an em!loyee y !rovi$ing t"ere aar$s#

''IETM/A01234

Page 3/

EMPLOYEE MOTIVATION

4.8 Motiv#tion#" c+#""en$es of e(&"o)ee. TAE:4.8

5A+TOR'

Total

Percentage

Personal issues

32

32

E$ucational ac% groun$

11

11

+om!etition among tra$e unions

@

@

Reluctance again a$ministration

32

32

/ias in management $ecisions

31

31

322

322

TOTAL

GRA!H:.4.8

Inte%&%et#tion: 5rom t"e aove gra!" @J o& res!on$ents are com!etition among t"e tra$e unions ill give t"e c"allenge o& em!loyee motivation 11J o& res!on$ents are e$ucational ac%  groun$ 31Jo& res!on$ents are ias in management $ecisions

''IETM/A01234

Page 40

EMPLOYEE MOTIVATION 4. Obst#c"es in e(&"o)ee &e%fo%(#nce TAE:4.

 FA  FACTORS

Total Total

Percentage (%)

32

32

Lac% o& motivation an$ recognition

1@

1@

:ecision ta%en y to! aut"orities

@D

@D

Miscellaneous

3D

3D

322

322

'tagnation  !ros!ects

let"argy

TOTAL

grot"

GRA!H:4.

Inte%&%et#tion: 5rom t"e aove gra!" @DJ o& res!on$ents t"at centralisation !rocess "ig"ly involve$ in t"e em!loyee !er&ormance1@J o& res!on$ents lac% o& motivation an$ recognition3DJ recognition3DJ o& res!on$ents are miscellaneous#

4.< E(&"o)ee #,#%eness of (otiv#tion #n* e(&o,e%(ent #

''IETM/A01234

Page 41

EMPLOYEE MOTIVATION

TAE:4.<

 Response/category

Total Total

Percentage(%)

Yes

1

1

Very little

1D

1D

 No %nole$ge

32

32

TOTAL

322

322

GRA!H:4.<

Inte%&%et#tion: 5rom t"e aove gra!" 1J o& res!on$ents are agree$ t"at t"ey "ave an aareness o&  motivation an$ em!oerment ta%en !lace in t"eir organisation

4.1 E(&"o)ee %eco$nition f%o( s'&e%io%. TAE:4.1

''IETM/A01234

Page 42

EMPLOYEE MOTIVATION

'#NO 3 1 7 @

5A+TOR' Hig"ly satis&ie$ 'atis&ie$ Average :is satis&ie$ TOTAL

Total 71 @2 3 31 322

J 71 @2 3 31 322

GRA!H:4.1

Inte%&%et#tion: 5rom t"e aove gra!" @2J o& res!on$ents are satis&ie$ t"e su!erior "as to e recognise$ t"eir !er&ormance in t"e organisation71J o& res!on$ents are "ig"ly satis&ie$#

4.11 Bob s#tisf#ction of e(&"o)ee. TAE:4.11

''IETM/A01234

Page 43

EMPLOYEE MOTIVATION '#NO 3 1 7 @

5A+TOR' Hig"ly satis&ie$ 'atis&ie$ Average :is satis&ie$ TOTAL

Total 71 @2 3 31 322

J 71 @2 3 31 322

GRA!H:4.11

Inte%&%et#tion: #5rom t"e t"e aove gra!" @2J o& em!loyees em!loyees are satis&ie$ t"e organisation organisation "as to e Provi$ing t"e goo$ !eace&ul environment situation &rom t"em71J o& em!loyees are "ig"ly satis&ie$#

4.12 E(&"o)ees nee* to be %e(in* t+#t t+ei% jobs #%e *e&en*ent on t+e co(&#n);s #bi"it) to co(&ete effective") TAE:4.12

''IETM/A01234

Page 44

EMPLOYEE MOTIVATION

8-9

 No O5 RE'PON:ENT' RE'PON:ENT'

PER+ENTAE' PER+ENTAE' (J)

trongly agree

K

K

Ag r e e

32

32

:isagree

D

D

'trongly $isagree





322

322

Total

GRA!H:4.12

Inte%&%et#tion: 5rom t"e aove gra!" KJ o& res!on$ents are strongly agree$ t"at em!loyees nee$ To e e remin$ t"at t"eir .os are $e!en$ent on t"e com!any aility to com!ete e&&ectively#

''IETM/A01234

Page 45

EMPLOYEE MOTIVATION

4.1 4.13 S'& S'&e%v e%viso iso%s %s s+o'" s+o'"* * $ive $ive # $oo* $oo* *e#" *e#" of #tten #ttentio tion n of t+e &+)sic#" &+)sic#" ,o%6in ,o%6in$ $ con*itions of t+ei% e(&"o)ees TAE:4.13

8-9

 No O5 RE'PON:ENT' RE'PON:ENT'

PER+ENTAE' PER+ENTAE' (J)

trongly agree

@2

@2

Ag r e e

1@

1@

:isagree

12

12

'trongly $isagree

3

3

Total

322

322

GRA!H:4.13

Inte%&%et#tion: 5rom t"e aove gra!" @2J o& res!on$ents are strongly agree$ t"at t"e su!eriors are $irectly $irectly invo involve$ lve$ in in t"e !"ysica !"ysicall or%ing or%ing con$it con$ition ionss o& t"eir em!lo em!loye yees1 es1@J @J o&  res!on$ents are agree12J o& res!on$ents are $is agree3J are strongly $is agree#

''IETM/A01234

Page 4)

EMPLOYEE MOTIVATION 4.14 S&eci#" ,#$e +i6e s+o'"* be $iven to e(&"o)ees ,+o &e%fo%( t+ei%  jobs ve%) ,e"" TAE:4.14

8-9

 NOO5 RE'PON:ENT' RE'PON:ENT'

PER+ENTAE' PER+ENTAE' (J)

trongly agree

2

2

Ag r e e





:isagree

@

@

'trongly $isagree

2

2

322

322

Total

GRA!H:4.14

Inte%&%et#tion: 5rom t"e aove gra!" 2J o& res!on$ents are strongly agree$ t"at t"e organisation "as to  e i$enti&y t"e em!loyee !er&ormance y !rovi$ing t"e t"e s!ecial age "i%es J o&  Res!on$ents are agree an$ @J o& t"e res!on$ents are not agree#

''IETM/A01234

Page 4*

EMPLOYEE MOTIVATION

4.15 Ho, is #n in*ivi*'#" %eco$nition fo% #tt#inin$ st#n*#%* &e%fo%(#nce in )o'% o%$#nis#tion TAE:4.15

8-9

 NO O5 RE'PON:ENT' RE'PON:ENT'

PER+ENTAE' PER+ENTAE' (J)

trongly agree

42

42

Ag r e e

77

77

:isagree

@

@

'trongly $isagree

37

37

Total

322

322

GRA!H:4.15

Inte%&%et#tion: 5rom t"e aove gra!" 42J o& res!on$ents are strongly agree 77J o& t"e res!on$ents are agree agree an$ it is an in$ivi in$ivi$ua $uall recogn recogniti ition on &or attaini attaining ng stan$ar stan$ar$ $ !er&or !er&orman mance ce in your  your  organisation#

#

4.17 T+e co(&#n) %eti%e(ent benefits #n* stoc6 &%o$%#(s #%e i(&o%t#nt f#cto%s on t+ei% jobs:

''IETM/A01234

Page 4+

EMPLOYEE MOTIVATION   TAE:4.17

8-9

 NOO5 RE'PON:ENT' RE'PON:ENT'

PER+ENTAE' PER+ENTAE' (J)

trongly agree

2

2

Ag r e e

3

3

:isagree

32

32

'trongly $isagree

33

33

Total

322

322

GRA!H:4.17

Inte%&%et#tion

-

5rom t"e aove gra!" 2J o& t"e res!on$ents are strongly agree$ t"at t"e organisation Has to e !rovi$e$ t"e retirement ene&its an$ stoc% !rogram &rom t"em#

4.18 A"(ost eve%) job c#n be (#*e (ost sti('"#tin$ #n* c+#""en$in$ TAE:4.18

''IETM/A01234

Page 4/

EMPLOYEE MOTIVATION

8-9

 NOO5 RE'PON:ENT' RE'PON:ENT'

PER+ENTAE' PER+ENTAE' (J)

trongly agree

42

42

Ag r e e

@2

@2

:isagree

@

@

'trongly $isagree





322

322

Total

GRA!H:4.18

Inte%&%et#tion: 5rom t"e aove gra!" 42J o& t"e res!on$ents are strongly agree$ t"at every .o in t"e organisation can e most stimulate an$ c"allenge t"em @2J o& t"e res!on$ents are agree#@J o& t"e res!on$ents are not agree#

4.1 M#n#$e(ent co'"* s+o, (o%e t+#n inte%est in t+e e(&"o)ees b) s&onso%in$ soci#" events #fte% +o'%s TAE:4.1

''IETM/A01234

Page 50

EMPLOYEE MOTIVATION

8-9

 NOO5 RE'PON:ENT' RE'PON:ENT'

PER+ENTAE' PER+ENTAE' (J)

trongly agree

72

72

Ag r e e

@2

@2

:isagree

11

11

'trongly $isagree

D

D

322

322

Total

GRA!H:4.1

r 

Inte%&%et#tion: 5rom t"e aove gra!" @2J o& t"e res!on$ents res!on$ents are agree$ t"at t"e organisation organisation "as to e create t"e interest o& em!loyees y s!onsoring social events a&ter "ours#

4.1< If )o'% job inc"'*es inte%#ctin$ ,it+ c'sto(e%s- +o, it ,i"" #ffect t+e fo""o,in$ TAE:4.1<

8-9 ''IETM/A01234

 NO O5 RE'PON:ENT' RE'PON:ENT'

Page 51

PER+ENTAE' PER+ENTAE' (J)

EMPLOYEE MOTIVATION

!;; !.-

4@

4@

6ILL :E+REA'E

@2

@2

6ILL HAVE NO E55E+T





322

322

Total

GRA!H:4.1<

Inte%&%et#tion: 5rom t"e aove gra!" 4@J o& t"e res!on$ents are agree$ t"ey "ave an goo$ interest interacting it" t"e customers#

INDINGS



So security is t"e "ig"est motivation &actor t"an any ot"er#

''IETM/A01234

Page 52

EMPLOYEE MOTIVATION 

T"e !erce!tion o& t"e em!loyee is "ig" toar$s t"e aim o& t"e organi;ation i#e#



Trans!ortation T"ere is "ig" involvement o& t"e em!loyee in t"e organi;ation# T"ere is lo !artici!ation o& em!loyees in $ecision ma%ing# T"ere is e*ual !artici!ation in or%# Aar$s ar$s an$ an$ rear$ rear$ss are are t"e t"e "ig" "ig" rate rate$ $ a!!r a!!roa oac" c"es es t"at t"at "ic" "ic" moti motivat vates es



em!loyees# Lac% o& motivation an$ recognition $ecision ta%en y to! aut"orities are ostacles



t"at sto! em!loyees !er&orming to t"e est# Em!loyee?s aareness o& motivation an$ em!oerment is very lo#

  

SUGGESTIONS:



Em!loyees s"oul$ e i$enti&ie$ y t"eir etter !er&ormance an$ s"oul$ give some ty!e o& incentives incentives !romotions !romotions etc# 'o t"at em!loyee em!loyee ill e ooste$ ooste$ u! an$ ill or% etter#

''IETM/A01234

Page 53

EMPLOYEE MOTIVATION  

Promotions s"oul$ e given to t"e asis o& !er&ormance only# only# T"e Management creates a c"allenging or% (or) ne assignment (or) o!!ortunity



to $evelo! t"e innovative i$ea o& em!loyee# T"e motivation revie $iscussion s"oul$ e !ractice$ ell to encourage t"e o!en



communication eteen ot" t"e a!!raiser an$ a!!raise# T"e management management s"oul$ stu$y motivation motivation t"eories &or etter motivation#

CONCUSION

Accor$i Accor$ing ng to t"e stu$y stu$y I conclu conclu$e$ $e$ t"at t"at t"e em!loy em!loyees ees are satis&i satis&ie$ e$ in t"eir  t"eir  orga organi ni;at ;atio ion n Moti Motiva vati tion on !lay !layss an im!o im!ort rtan antt role role in a com!an com!any y "en "en it come comess to  !er&ormance# Every em!loyee is $i&&erent an$ "at or%s &or one mig"t not &or t"e ot"er  ''IETM/A01234

Page 54

EMPLOYEE MOTIVATION one# one# Im!ort Im!ortance ance o& recogni recogni;in ;ing g $i&&ere $i&&erent nt ty!e ty!e o& manage managers rs an$ or%ers or%ers in or$er or$er to e&&ectively motivate t"em#Emloyees are muc" more sensitive to t"eir relations"i! it" t"eir managers an$ t"e atmos!"ere surroun$ing t"e com!any rat"er t"an materialistic goo$s#

'estionn#i%e fo% t+e e(&"o)ee (otiv#tion (e#s'%e #t b#j#j A""i#n N#(e: Gen*e%: Desi$n#tion: ''IETM/A01234

Page 55

EMPLOYEE MOTIVATION

De&#%t(ent, 3# Years o& e-!erience A) 204 years

) 032 years

c) 33034 years

$) U34 years

1# 5olloing are t"e list o& motivational &actors a) So security

a) Hig"ly satis&ie$

) satis&ie$

c) Average

$) $is satis&ie$

@# E&&ectiveness o& em!loyee !artici!ation in $ecision ma%ing

)

(

)

(

) satis&ie$

c) Average

$) $is satis&ie$

# List o& a!!roac"es to motivate

)

(

)

(

)

) rear$s rear $s $) !romotional c"annels

K# Motivational c"allenges o& em!loyee ''IETM/A01234

(

$)$is satis&ie$

a) Hig"ly satis&ie$

c) Recognition

)

) satis&ie$

4# Role o& HR in t"eir organisation

a) Aar$s Aar$s

(

$) el&are measures

7# Em!loyee at or% !lace

c) Average

)

) !romotion

c) +areer $evelo!ment

a) Hig"ly satis&ie$

(

Page 5)

EMPLOYEE MOTIVATION a) Personal issues

) e$ucational ac%groun$

c) +om!etition among tra$e unions $) Reluctance against a$ministration e) /ias in management $ecisions

D# Ostacles in em!loyee !er&ormance

(

)

(

)

(

)

(

)

a)stagnation let"argy grot" !ros!ects  ) Lac% o& motivation an$ recognition c) :ecision ta%en y to! aut"ority $) Miscellaneous

# Em!loyee aareness o& motivational an$ em!oerment A) yes

)very little

c)no %nole$ge

32# Em!loyee recognition &rom su!erior a) Hig"ly satis&ie$ c) Average

) satis&ie$ $) $is satis&ie$

33# So satis&action o& em!loyees a) Hig"ly satis&ie$ c) Average

) satis&ie$ $) $is satis&ie$

31# Em!loyee nee$ to e remin$ t"at t"eir .os are $e!en$ent on t"e com!any aility To com!lete e&&ectiveness

(

a) 'trongly agree

) agree

c) :is agrees

$) strongly $is agrees

''IETM/A01234

Page 5*

)

EMPLOYEE MOTIVATION 37# 'u!ervisors s"oul$ give a goo$ $eal o& attention o& t"e !"ysical or%ing con$itions O& t"eir em!loyees

(

a) 'trongly agree

) agree

c) :is agree

$) strongly $is agree

)

3@# '!ecial age "i%e s"oul$ e given to em!loyee "o !er&orm t"eir .os Very Very ell a) 'trongly agree

) agree

c) :is agree

$) strongly $isagree

(

)

(

)

34#Ho is an in$ivi$ual recognition &or attaining stan$ar$ !er&ormance in Your Your organisation organisa tion a) 'trongly agree

) agree

c) :is agree

$) strongly $is agree

3# T"e com!any retirement ene&its an$ stoc% !rograms an$ im!ortant 5actors on t"eir .os

(

a) 'trongly agree

) agree

c) :is agree

$) strongly $is agree

3K# Almost every .o can e ma$e most stimulating an$ c"allenging a) 'trongly agree

) agree

c) :is agree

$) strongly $is agree

)

(

)

3D# Management coul$ s"o more t"an interest in t"e em!loyees y s!onsoring 'ocial events a&ter "ours ''IETM/A01234

(

Page 5+

)

EMPLOYEE MOTIVATION a) 'trongly agree

) agree

c) :is agree

$) strongly $is agree

3# I& your .o inclu$es interacting it" customer "o a&&ect t"e &olloing ( A) 6ill increase

)

) ill $ecrease

c) 6ill "ave no e&&ect

IIOGRA!H= S. NO

OOS NAME

1

Human resource management  in$ustrial

''IETM/A01234

AUTHOR

P#'8//A RAO

Page 5/

EDITION

!UICATIONS

3%* E*ition

Himalaya !ulis"ing "ouse

EMPLOYEE MOTIVATION management

2

Human resource management

ARY :E''LER 

PearsonQ !rentice "all 1t+ E*ition

Tm"

3

4

 Human resource management   !ersonal management Researc" met"o$ology

C#A'6ATHAPPA

COTHARI

' !9 wwwba
''IETM/A01234

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