Summer Training Project Report

On

“EMPLOYEE MOTIVATION”

Submitted To

Baddi University Baddi

In the partial fulfillment of the requirement of award of

Degree of “Bachelor of Business Administration” (B.B.A)

SUBMITTED BY: SUBMITTE TO

Pooja Saini T.P.O

[Link] No…….

SESSION 2017-2020

Baddi University Of Emerging Sciences & Technologies

 DECLARATION

I hereby declare that the Training Report was submitted by me under the supervision and
guidance of COLLEGE TPO, project guide, INFOWIZ A SOFTWARE SOLUTION in
Partial Fulfillment of B.B.A 5th semester. I further declare that I am solely responsible for
omission and commission of errors if any.

(Pooja Saini)

Signature of the student

 ACKNOWLEDGEMENT

Amongst the wide panorama of people who provided me the inspiration, guidance and
encouragement, I take this opportunity to thank those who gave me indebted assistance and
constant encouragement for completing this project.

I would like to thanksMr Nishant Goyal, HR Executive of infowiz a Software Solution for
his continuous help in completion of this project. She motivated me and was available
whenever her assistance was sought. She was actively involved throughout the project and
was also kind enough to tell me the strengths and weaknesses and how I could improve
myself to face the corporate world. Without her support the completion of this project would
be impossible.

I would like to extend my thanks to all the employees/staff of the infowiz a Software
Solution for their support.

I would also like to thank my college project guide COLLEGE TPO NAME / Baddi
University Baddi of advanced studies, for His valuable guidance and support.

Thanking you All

 TABLE OF CONTENT

SR. NO TITLES PAGE NO.

1 INTRODUCTION
 COMPANY PROFILE
 HUMAN RESOURCE
MANAGEMENT
 EMPLOYEE MOTIVATION
2 REVIEW OF LITERATURE

3 OBJECTIVES & SCOPE OF THE

STUDY

4 RESEARCH METHODOLGY

5 DATA ANALYSIS
&INTERPRETATION

6 FINDINGS & SUGGESTIONS

7 CONCLUSION

8 LIMITATIONS OF THE STUDY

9 BIBLIOGRAPHY

10 QUESTIONNAIRE
 CHAPTER 1

INTRODUCTION
 COMPANY PROFILE

INFOWIZ Private Limited (Formerly Brilliant Software Solutions) is an ISO 9001:2008

certified software development company founded in August 2009 and it is approved from
Ministry of Corporate Affairs which deals in University/College/School ERP Solutions,
Android /iPhone Applications development, Web designing, Web development, Discount
Deals ([Link], [Link]), Bulk SMS, Voice SMS, Bulk
Email, Biometric Time Attendance, Access Control, SEO/SMO, Database Solutions,
Payment Gateway Integration, E-Mail Integration, Industrial Training, Corporate Training
and Placements etc. Think NEXT Technologies provides software solutions using latest
technologies e.g. Smart Card, NFC, Biometrics, GPS, Barcode, RFID, SMS, Auto SMS
(Short code), Android, iPhone, Web, Windows and Mobile based technologies.

INFOWIZ has wide expertise in .NET, Crystal Reports, Java, PHP, Android, iPhone,
Databases (Oracle and SQL Server), Web Designing, Networking, Web Server
configurations, various RAID Levels etc.

INFOWIZ has also setup its offices in USA, Delhi, Shimla and Bathinda for its software
support. INFOWIZ has its own multiple Smart Card printing, encoding and barcode label
printing machines to provide better and effective customer support solutions.

INFOWIZ has also setup its own placement consultancy and is having numerous placement
partner companies to provide best possible placements in IT industry.

INFOWIZ Technologies has developed for the first time in northern region cloud computing
based Cloud Campus 4.0 to facilitate knowledge and placement centric services. It is a unique
concept for effective and collaborative learning.
 1. INFOWIZ deals exclusively in campus automation through Smart Campus ERP
Solutions. Therefore we have better experience in handling large group of institutions
through proper time-tested policies and procedures.
2. First Company of India who has Launched NFC Technology (The Future) for Smart
Campuses through NFC Smart Cards.
3. First Company of India who has launched Android Version of Smart Campus ERP
Solutions for Mobiles and Tablet PCs.
4. First company of India who has developed SMS Opt-In Technology so that
Institutes/Colleges can send Transactional SMS with SMS Sender ID and without
SMS Template approval.
5. First company of Punjab, Haryana, Himachal, J&K (Northern region) who launched
Smart Cards (Contact Type), Smart Cards (Contactless) in Punjab for campus
automation.
6. First company of India which has launched its INFOWIZ Smart Card as Discount
Card in more than 120 enterprises.
7. Established own multiple Smart Card Designing, Smart Card Printing, Smart Card
Lamination and Oyster Barcode Printing Units.
8. Multiple SMS Gateway Support.

SERVICES:

We provide Software Solutions using latest technologies or features:

NFC
Biometrics (Fingerprint with Automated Online)
Smart Card
Barcode
RFID
SMS
Short code 56767 (Auto SMS)
Android
ions (phone)
GPS
WAP (For WAP Enabled Mobile Phones)
Multiple SMS Gateway Support
 Web based Technologies (365x24x7 services)
Windows based Technologies
Mobile based Technologies
Webcam support for various operations
Parallel Internet, Intranet and Wi-Fi Support
VISION:

Technologies Pvt. Ltd. are already very flexible and scalable. Still, we always take care of specific requirements
of our clients. Our highly committed R&D team makes our software feature rich, dynamic and
future tuned everyday so that our clients always maintain the lead over their competitors. The
development of the software is being done and the purpose full customization of the package is
carried out in the INFOWIZ lab.

MISSION:

INFOWIZ is pioneer in Smart Campus ERP Solutions for Universities/Colleges/Schools using

latest technologies and features. We provide software solutions using .NET, PHP, Android,
iphone, Java technologies with three tier-architecture support. We provide back-end solutions
using MS SQL Server, Oracle, and MySQL.

QUALITY POLICY:

We have wide experience working with eminent Educationists, Managements, Directors,

Principals, Head of Departments, other Staff Members, Parents and students. Therefore we do
not sell only software Modules but an innovative system which has more importance than just
ERP software modules. Today Smart Campus solutions are a need of hour for every
University/Group of Colleges or an Institution to make edge over others and maintain a lead
over their competitors. Our Research and Development team is committed to make your
institute(s) to maintain lead over their competitors.

MORE SERVICES:

• INFOWIZ offers various industry-ready programs so that student needs not to struggle
for jobs. INFOWIZ offers 6 weeks/2 Months/6 Months training programs to make
students industry.
 INFOWIZ is pioneer in providing best placements in Industry. We offer minimum five
job interviews for each student and provide 100% Placement Assistance.

• INFOWIZ Offers Life-Time Validity Learning and Placement Card. Students

undergoing six months training will have advantage to learn free of cost anything
against that training program for life-time.

• INFOWIZ offers Part-Time/Full Time Job Offer for each student during training so
that students can earn while they learn. Student can bear their food, accommodation
and other expenses on.
MANAGEMENT OF INFOWIZ [Link].

BOARD OF DIRECTOR

 Kamaljot Kansal
 Seema Kansal

MANAGING DIRECTOR

 Bonish Singla

MARKETING HEAD

 Nishant Goyal

IT HEAD

 Kamal Garg
SOME OF OUR CLIENTS
PLACEMENTS

Company List
INDUSTRIAL TRAINING

6 Months/Weeks Industrial Training Programs

 Microsoft .NET

 Android

 iPhone

 Java

 PHP/MySQL

 Web Designing

 Embedded Systems

 AutoCAD

 Online Bidding (Freelancing)

 Oracle/SQL Server Administration

 Software Testing and Quality Assurance

 Hardware & Networking

 CCNA

 MCITP

 SEO
 CATIA

 Pro-E

 Solid Works

 Human Resource

 Marketing

 Finance

 (FREE Spoken English/Personality Development/IELTS Classes on daily basis with

Industrial Training + Job Offer).

 One-to-one Project and Project will be made Live and to make it Live, INFOWIZ will
provide sub-domain and hosting worth Rs. 3000 absolutely free to each student for
web based Project. To host mobile apps, INFOWIZ will provide free Google Play
account (For Android Mobile Apps) and Apple iTunes Connect Account (Apple App
Store) for iPhone Apps.

INFOWIZ Edge

 Industrial Training and Certificates from Software/Electronics Company not just from an
institute

 Free Interview Preparation, Spoken English and Personality Development Programmers.

 Opportunity to get placed in INFOWIZ and numerous other companies.

 Life-Time Validity Learning and Placement Card.

 Part-Time/Full-Time Job Offer for each student during Training.

 Think NEXT Cloud Campus advantage not only during training, even after completion
of training for life time.

 One-to-one PC and Corporate Environment.

 Learn from Developers/Industry experts rather than Trainers/Teachers.

 Direct interaction with Developers/Industry Experts.

 Industrial training programmers are designed to make students industry-ready.

 Large Display LEDs in each Class-Room/Lab, Wi-Fi Labs.

 Guest Lectures/Seminars by Industry Experts.

 Every Student is provided with “Live Projects” mentored by Software/

Electronics/Industry Experts.

 100% Placement assistance.

Think NEXT Cloud Campus Advantages

 Each Student will have Unique User ID and Password to Login to INFOWIZ Cloud
Campus 4.0 anytime…anywhere…

 View Numerous Technical, Personality Development Videos anytime…anywhere…

 Students will be able to download e-Books, e-Journals, Class Notes, Important Links and
other study material.

 INFOWIZ Smart Campus is a step towards not only 100% placements but also better job
offers even after placements.

 Student Profile, Instant Technical Updates, Class Notes, Project Report Submitted,
Attendance, Performance, Notice-Board, Class Timings etc. Everything online.

 Communication with industry experts, Technologists through cloud Campus anytime…

anywhere….

 Regular SMSes and E-mail for Related Job Offers.

 Access through PCs, Laptops, Tablet PCs, Mobiles via internet.

INTRODUCTIONTOH
UMAN
RESOURCESMANAGE
MENT
HUMAN RESOURCE MANAGEMENT

WHAT IS HUMAN RESOURCE MANAGEMENT?

HRM is the study of activities regarding people working in an organization. It is a managerial
function that tries to match an organization’s needs to the skills and abilities of its employees.

DEFINITION OF HRM
Human resources management (HRM) is a management function concerned with hiring,
motivating and maintaining people in an organization. It focuses on people in organizations.
Human resource management is designing management systems to ensure that human talent
is used effectively and efficiently to accomplish organizational goals.

NATURE OF HRM
HRM is a management function that helps manager’s to recruit, select, train and develop
members for an organization. HRM is concerned with people’s dimension in organizations.

The following constitute the core of HRM

1. HRM Involves the Application of Management Functions and Principles. The functions
and principles are applied to acquiring, developing, maintaining and providing remuneration
toemployees in organization.

2. Decision Relating to Employees must be Integrated. Decisions on different aspects of

employees must be consistent with other human resource (HR) decisions.

3. Decisions Made Influence the Effectiveness of an Organization. Effectiveness of an

organization will result in betterment of services to customers in the form of high quality
products supplied at reasonable costs

SCOPE OF HRM
The scope of HRM is indeed vast. All major activities in the working life of a worker – from
the time of his or her entry into an organization until he or she leaves the organizations comes
under the purview of HRM. The major HRM activities include HR planning, job analysis, job
design, employee hiring, employee and executive remuneration, employee motivation,
employee maintenance, industrial relations and prospects of HRM.
The scope of Human Resources Management extends to:

 All the decisions, strategies, factors, principles, operations, practices, functions, activities
andmethods related to the management of people as employees in any type of
organization.
 All the dimensions related to people in their employment relationships, and all the
dynamics that flow from it.

The scope of HRM is really vast. All major activities n the working life of a worker – from
the time of his or her entry into an organization until he or she leaves it comes under the
purview of HRM. American Society for Training and Development (ASTD) conducted fairly
an exhaustive study in this field and identified nine broad areas of activities of HRM.

These are given below:

 Human Resource Planning

 Design of the Organization and Job
 Selection and Staffing
 Training and Development
 Organizational Development
 Compensation and Benefits
 Employee Assistance
 Union/Labour Relations
 Personnel Research and Information System

a) Human Resource Planning:The objective of HR Planning is to ensure that the

organization has the right types of persons at the right time at the right place. It prepares
human resources inventory with a view to assess present and future needs, availability and
possible shortages in human resource. Thereupon, HR Planning forecast demand and supplies
and identify sources of selection. HR Planning develops strategies both long-term and short-
term, to meet the man-power requirement.

b) Design of Organization and Job:This is the task of laying down organization structure,
authority, relationship and responsibilities. This will also mean definition of work contents
for each position in the organization. This is done by “job description”. Another important
step is “Job specification”. Job specification identifies the attributes of persons who will be
most suitable for each job which is defined by job description.
c) Selection and Staffing:This is the process of recruitment and selection of staff. This
involves matching people and their expectations with which the job specifications and career
path available within the organization.

d) Training and Development:This involves an organized attempt to find out training needs
of the individuals to meet the knowledge and skill which is needed not only to perform
current job but also to fulfill the future needs of the organization.

e) Organizational Development:This is an important aspect whereby “Synergetic effect” is

generated in an organization i.e. healthy interpersonal and inter-group relationship within the
organization.

f) Compensation and Benefits:This is the area of wages and salaries administration where
wages and compensations are fixed scientifically to meet fairness and equity criteria. In
addition labour welfare measures are involved which include benefits and services.

g) Employee Assistance: Each employee is unique in character, personality, expectation and

temperament. By and large each one of them faces problems everyday. Some are personal
some are official. In their case he or she remains worried. Such worries must be removed to
make him or her more productive and happy.

h) Union-Labour Relations: Healthy Industrial and Labour relations are very important for
enhancing peace and productivity in an organization. This is one of the areas of HRM.

i) Personnel Research and Information System:Knowledge on behavioral science and

industrial psychology throws better insight into the workers expectations, aspirations and
behavior. Advancement of technology of product and production methods have created
working environment which are much different from the past. Globalization of economy has
increased competition many fold. Science of ergonomics gives better ideas of doing a work
more conveniently by anemployee. Thus, continuous research in HR areas is an unavoidable
requirement. It must also takespecial care for improving exchange of information through
effective communication systems on a continuous basis especially on moral and motivation.
OBJECTIVES OF HRM
The primary objective of HRM is to ensure the availability of competent and willing
workforce to an organization. The specific objectives include the following:

1) Human capital : assisting the organization in obtaining the right number and types of
employees to fulfill its strategic and operational goals.

2) Developing organizational climate: helping to create a climate in which employees are

encouraged to develop and utilize their skills to the fullest and to employ the skills and
abilities of the workforce efficiently.

3) Helping to maintain performance standards and increase productivity through effective job
design; providing adequate orientation, training and development; providing performance-
related feedback; and ensuring effective two-way communication.

4) Helping to establish and maintain a harmonious employer/employee relationship.

5) Helping to create and maintain a safe and healthy work environment.

6) Developing programs to meet the economic, psychological, and social needs of the
employees and helping the organization to retain the productive employees.

7) Ensuring that the organization is in compliance with provincial/territorial and federal laws
affecting the workplace (such as human rights, employment equity, occupational health and
safety, employment standards, and labour relations legislation). To help the organization to
reach its goals.

8) To provide organization with well-trained and well-motivated employees.

9) To increase the employees satisfaction and self-actualization.

10) To develop and maintain the quality of work life.

The above stated HRM objectives can be summarized under four specific objectives: societal,
organizational, and functional and personnel.

Figure 1.2: Objectives of HRM

Objectives of HRM
 Societal Organizational Functional Personnel

Objectives Objectives Objectives Objectives

1) Societal Objectives:seek to ensure that the organization becomes socially responsible to

theneeds and challenges of the society while minimizing the negative impact of such
demands upon the organization. The failure of the organizations to use their resources for the
society’s benefit in ethical ways may lead to restriction.

2) Organizational Objectives:it recognizes the role of HRM in bringing about

organizational effectiveness. It makes sure that HRM is not a standalone department, but
rather a means to assist the organization with its primary objectives. The HR department
exists to serve the rest of the organization.

3) Functional Objectives: is to maintain the department’s contribution at a level appropriate

to the organization’s needs. Human resources are to be adjusted to suit the organization’s
demands. The department’s value should not become too expensive at the cost of the
organization it serves.

4) Personnel Objectives: it is to assist employees in achieving their personal goals, at least

as far as these goals enhance the individual’s contribution to the organization. Personal
objectives of employees must be met if they are to be maintained, retained and motivated.
Otherwise employee performance and satisfaction may decline giving rise to employee
turnover.

ROLE OF HRM
The role of HRM is to plan, develop and administer policies and programs designed to make
optimum use of an organizations human resources. It is that part of management which is
concerned with the people at work and with their relationship within enterprises. Its
objectives are:

(a) Effective utilization of human resources,

(b) Desirable working relationships among all members of the organizations,

(c) Maximum individual development. Human resources function as primarily administrative

and professional.
HR staff focused on administering benefits and other payroll and operational functions and
didn’t think of themselves as playing a part in the firm’s overall strategy. HR professionals
have an all encompassing role. They are required to have a thorough knowledge of the
organization and its intricacies and complexities. The ultimate goal of every HR person
should be to develop a linkage between the employee and organization because employee’s
commitment to the organization is crucial.

 To develop a thorough knowledge of corporate culture, plans and policies.

 To act as an internal change agent and consultant
 To initiate change and act as an expert and facilitator
 To actively involve in company’s strategy formulation
 To keep communication line open between the HRD function and individuals and groups
bothwithin and outside the organization\.
 To diagnose problems and determine appropriate solution particularly in the human
resourceareas.
 To provide co-ordination and support services for the delivery of HRD programmes and
services.
 To evaluate the impact of an HRD intervention or to conduct research so as to identify,
develop ortest how HRD In general has improved individual and organizational
performance.

Different management gurus have deliberated different roles for the HR manager based on
the major responsibilities that they full fill in the organization. Few of the commonly
accepted models are enumerated below.

Pat Mc Lagan has suggested nine roles that are played by HR practitioners

1. To bring the issues and trends concerning an organization’s external and internal people to
the attention of strategic decision makers and to recommend long term strategies to support
organizational excellence and endurance.

2. To design and prepare HR systems and actions for implementation so that they can
produce maximum impact on organizational performance and development.

3. To facilitate the development and implementation of strategies for transforming one’s own
organization by pursuing values and visions.
4. To create a positive relationship with the customer’s by providing them with the best
services; toutilize the resources to the maximum and to create commitment among the people
who help the organization to meet the customers needs whether directly connected or
indirectly connected to the organization.

5. To identify the learning needs hence to design and develop structured learning programs
and materials to help accelerate learning for individuals and groups.

6. To enable the individuals and groups to work in new situations and to expend \and change
their views so that people in power move from authoritarian to participative models of
leadership.

According to Dave Ulrich HR play’s four key roles.

1. Strategic Partner Role-turning strategy into results by building organizations that create
value.

2. Change Agent Role- making change happen, and in particular, help it happen fast.

3. Employees Champion Role—managing the talent or the intellectual capital within a firm.

4. Administrative Role—trying to get things to happen better, faster and cheaper.

The role HR in organizations has undergone an extensive change and many organizations
have gradually oriented themselves from the traditional personnel management to a human
resources management approach.

The basic approach of HRM is to perceive the organization as a whole. Its emphasis is not
only on production and productivity but also on the quality of life. It seeks to achieve the
paramount development of human resources and the utmost possible socio-economic
development.
 INTRODUCTION TO EMPLOYEE MOTIVATION

Meaning of Employee Motivation

The word motivation has been derived from motive which means any idea, need or emotion
that prompts a man in to action. Whatever may be the behavior of man, there is some
stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive
can be known by studying his needs and desires.

There is no universal theory that can explain the factors influencing motives which control
mans behavior at any particular point of time. In general, the different motives operate at
different times among different people and influence their behaviors. The process of
motivation studies the motives of individuals which cause different type of behavior.

Definition of Motivation

According to Edwin B Flippo, “Motivation is the process of attempting to influence others to

do their work through the possibility of gain or reward.
Significance of Motivation

Motivation involves getting the members of the group to pull weight effectively, to give their
loyalty to the group, to carry out properly the purpose of the organization. The following
results may be expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with
opportunities to fulfill their physiological and psychological needs. The workers will
cooperate voluntarily with the management and will contribute their maximum towards
the goals of the enterprise.
2. Workers will tend to be as
efficient as possible by
improving upon their skills and
knowledge so that they are able
to contribute to the progress of
the organization. This will also result in increased productivity.
3. The rates of labor’s turnover and absenteeism among the workers will be low.
4. There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.
5. The number of complaints and grievances will come down. Accident will also be low.
6. There will be increase in the quantity and quality of products. Wastage and scrap will be
less. Better quality of products will also increase the public image of the business.

Motivation Process

1. Identification of need
2. Tension
3. Course of action
4. Result –Positive/Negative
5. Feed back
Theories of Motivation

Understanding what motivated employees and how they were motivated was the focus of
many researchers following the publication of the Hawthorne study results (Terpstra, 1979).
Six major approaches that have led to our understanding of motivation are Mcclelland’s
Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need
hierarchy or Deficient theory of motivation. J.S. Adam’s Equity Theory, Vrooms Expectation
Theory, Two factor Theory.

1. McClelland’s Achievement Need Theory.

According to McClelland’s there are three types of needs;

Need for Achievement (n Ach);

This need is the strongest and lasting motivating factor. Particularly in case of persons who
satisfy the other needs. They are constantly pre occupied with a desire for improvement and
lack for situation in which successful outcomes are directly correlated with their efforts. They
set more difficult but achievable goals for themselves because success with easily achievable
goals hardly provides a sense of achievement.

Need for Power (n POW)

It is the desire to control the behavior of the other people and to manipulate the surroundings.
Power motivations positive applications results in domestic leadership style, while it negative
application tends autocratic style.

Need for affiliation (n AFF)

It is the related to social needs and creates friendship. This results in formation of informal
groups or social circle.

2. Behavioral Modification Theory;

According to this theory people behavior is the outcome of favorable and unfavorable past
circumstances. This theory is based on learning theory. Skinner conducted his researches
among rats and school children. He found that stimulus for desirable behavior could be
strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this
theory may be found in the installation of financial and non financial incentives.

More immediate is the reward and stimulation or it motivates it. Withdrawal of reward incase
of low standard work may also produce the desired result. However, researches show that it is
generally more effective to reward desired behavior than to punish undesired behavior.

[Link] H Maslow Need Hierarchy or Deficient theory of Motivation.

The 2intellectual basis for most of motivation thinking has been provided by behavioral
scientists, A.H Maslow and Frederick Heizberg, whose published works are the “Bible of
Motivation”. Although Maslow himself did not apply his theory to industrial situation, it has
wide impact for beyond academic circles. Douglous Mac Gregor has used Maslow’s theory to
interpret specific problems in personnel administration and industrial relations.

The crux of Maslow’s theory is that human needs are arranged in hierarchy composed of five
categories. The lowest level needs are physiological and the highest levels are the self
actualization needs. Maslow starts with the formation that man is a wanting animal with a
hierarchy of needs of which some are lower ins scale and some are in a higher scale or system
of values. As the lower needs are satisfied, higher needs emerge. Higher needs cannot be
satisfied unless lower needs are fulfilled. A satisfied need is not a motivator. This resembles
the standard economic theory of diminishing returns. The hierarchy of needs at work in the
individual is today a routine tool of personnel trade and when these needs are active, they act
as powerful conditioners of behavior- as Motivators.

Hierarchy of needs; the main needs of men are five. They are physiological needs, safety
needs, social needs, ego needs and self actualization needs, as shown in order of their
importance.
 Self-
Actualization

Ego Needs

Social Needs

Safety Needs

Physiological Needs

The above five basic needs are regarded as striving needs which make a person do things.
The first model indicates the ranking of different needs. The second is more helpful in
indicating how the satisfaction of the higher needs is based on the satisfaction of lower needs.
It also shows how the number of person who has experienced the fulfillment of the higher
needs gradually tapers off.

A. Physiological or Body Needs: - The individual move up the ladder responding first
to the physiological needs for nourishment, clothing and shelter. These physical needs
must be equated with pay rate, pay practices and to an extent with physical condition
of the job.
B. Safety: - The next in order of needs is safety needs, the need to be free from danger,
either from other people or from environment. The individual want to assured, once
his bodily needs are satisfied, that they are secure and will continue to be satisfied for
foreseeable feature. The safety needs may take the form of job security, security
against disease, misfortune, old age etc as also against industrial injury. Such needs
are generally met by safety laws, measure of social security, protective labor laws and
collective agreements.
C. Social needs: - Going up the scale of needs the individual feels the desire to work in a
cohesive group and develop a sense of belonging and identification with a group. He
feels the need to love and be loved and the need to belong and be identified with a
group. In a large organization it is not easy to build up social relations. However close
 relationship can be built up with at least some fellow workers. Every employee wants
too feel that he is wanted or accepted and that he is not an alien facing a hostile group.
D. Ego or Esteem Needs: - These needs are reflected in our desire for status and
recognition, respect and prestige in the work group or work place such as is conferred
by the recognition of ones merit by promotion, by participation in management and by
fulfillment of workers urge for self expression. Some of the needs relate to ones
esteem e.g.; need for achievement, self confidence, knowledge, competence etc. On
the job, this means praise for a job but more important it means a feeling by employee
that at all times he has the respect of his supervisor as a person and as a contributor to
the organizational goals.
E. Self realization or Actualization needs: - This upper level need is one which when
satisfied provide insights to support future research regarding strategic guidance for
organization that are both providing and using reward/recognition programs makes
the employee give up the dependence on others or on the environment. He becomes
growth oriented, self oriented, directed, detached and creative. This need reflects a
state defined in terms of the extent to which an individual attains hispersonnel goal.
This is the need which totally lies within oneself and there is no demand from any
external situation or person.

4. J.S Adams Equity Theory

Employee compares her/his job inputs outcome ratio with that of reference. If the employee
perceives inequity, she/he will act to correct the inequity: lower productivity, reduced quality,
increased absenteeism, voluntary resignation.

[Link]’sExpectation Theory

Vroom’s theory is based on the belief that employee effort will lead to performance and
performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative.
The more positive the reward the more likely the employee will be highly motivated.
Conversely, the more negative the reward the less likely the employee will be motivated.

[Link] Factor Theory

Douglas McGregor introduced the theory with the help of two views; X assumptions are
conservative in style Assumptions are modern in style.
X Theory

 Individuals inherently dislike work.

 People must be coerced or controlled to do work to achieve the objectives.
 People prefer to be directed
Y Theory

 People view work as being as natural as play and rest

 People will exercise self direction and control towards achieving objectives they are
committed to
 People learn to accept and seek responsibility.

Types of Motivation

There are two types of motivation, Intrinsic and Extrinsic motivation. It's important to
understand that we are not all the same; thus effectively motivating your employees requires
that you gain an understanding of the different types of motivation. Such an understanding
will enable you to better categorise your team members and apply the appropriate type of
motivation. You will find each member different and each member's motivational needs will
be varied as well. Some people respond best to intrinsic which means "from within" and will
meet any obligation of an area of their passion. Quite the reverse, others will respond better to
extrinsic motivation which, in their world, provides that difficult tasks can be dealt with
provided there is a reward upon completion of that task. Become an expert in determining
which type will work best with which team members.

Intrinsic Motivation:

Intrinsic motivation means that the individual's motivational stimuli are coming from within.
The individual has the desire to perform a specific task, because its results are in accordance
with his belief system or full fill a desire and therefore importance is attached to it.

Our deep-rooted desires have the highest motivational power. Below are some examples:

 Acceptance: We all need to feel that we, as well as our decisions, are accepted by our
co-workers.
  Curiosity: We all have the desire to be in the know.
 Honor: We all need to respect the rules and to be ethical.
 Independence: We all need to feel we are unique.
 Order: We all need to be organized.
 Power: We all have the desire to be able to have influence.
 Social contact: We all need to have some social interactions.
 Social Status: We all have the desire to feel important.

Extrinsic Motivation:

Extrinsic motivation means that the individual's motivational stimuli are coming from
outside. In other words, our desires to perform a task are controlled by an outside source.
Note that even though the stimuli are coming from outside, the result of performing the task
will still be rewarding for the individual performing the task.

Extrinsic motivation is external in nature. The most well-known and the most debated
motivation is money. Below are some other examples:

Employee of the month award

Benefit package
Bonuses
Organized activities
Incentives

An incentive is something which stimulates a person towards some goal. It activates human
needs and creates the desire to work. Thus, an incentive is a means of motivation. In
organizations, increase in incentive leads to better performance and vice versa.

Need for Incentives

Man is a wanting animal. He continues to want something or other. He is never fully

satisfied. If one need is satisfied, the other need need arises. In order to motivate the
employees, the management should try to satisfy their needs. For this purpose, both financial
and non financial incentives may be used by the management to motivate the workers.
Financial incentives or motivators are those which are associated with money. They include
wages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial motivators
are those which are not associated with monetary rewards. They include intangible incentives
like ego-satisfaction, self-actualization and responsibility.

INCENTIVES

Financial Incentives Non-financial incentives

- Wages and Salaries. - Competition

- Bonus - Group recognition
- Medical reimbursement - Job security
- Insurance - Praise
- Housing facility - Knowledge of result
- Retirement benefits. - Workers participation.
- Suggestion system. - Opportunities for growth
MOTIVATION IS THE KEY TO PERFORMANCE IMPROVEMENT

There is an old saying you can take a horse to the water but you cannot force it to drink; it
will drink only if it's thirsty - so with people. They will do what they want to do or otherwise
motivated to do. Whether it is to excel on the workshop floor or in the 'ivory tower' they must
be motivated or driven to it, either by themselves or through external stimulus.

Are they born with the self-motivation or drive? Yes and no. If no, they can be motivated, for
motivation is a skill which can and must be learnt. This is essential for any business to
survive and succeed.

Performance is considered to be a function of ability and motivation, thus:

 Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its improvement is a slow
and long process. On the other hand motivation can be improved quickly. There are many
options and an uninitiated manager may not even know where to start. As a guideline, there
are broadly seven strategies for motivation.

There are broadly seven strategies for motivation.

 Positive reinforcement / high expectations

 Effective discipline and punishment
 Treating people fairly
 Satisfying employees needs
 Setting work related goals
 Restructuring jobs
 Base rewards on job performance

Essentially, there is a gap between an individual’s actual state and some desired state and the
manager tries to reduce this gap. Motivation is, in effect, a means to reduce and manipulate
this gap.
HOW TO MOTIVATE

1. Ask

Ask people questions. There are two goals of asking questions. To find out what people are
passionate about and to make sure that they know you care about what they think.

If you are at a loss as to what motivates people, their passions are a great start. Do not fall
into the error of asking, “What are you passionate about” and taking what they say at face
value. Look for body language signs that reinforce their stated passion. In an era of self
helpby means of television, radio and new age music, almost everyone is convinced they
need to be passionate about something and quite often make it up, even to themselves.

It is better to have a conversation, asking how things could be done better around here.
Respond with further questions to explore. The phrase, “Tell me more” works well to open
up the conversation further. Have several conversations like this and as trust develops you
will find out what motivates people without having to ask.

Having a conversation with people where you are genuinely interested in their responses
builds self esteem for the person to whom the questions are directed.

2. Involve

For major and minor changes, go further than asking for advice and opinions; involve people
in analysis and design of solutions. It is not necessary to set up quality circles as part of a
complete quality management system. Involve people in the definition of the problem and
they will own it. Involve them in the analysis to create solutions and they will own the
solution alternatives. Involve them in the design of the implementation and they will own the
outcome.

3. Communicate

When you are anticipating change, let people know what your intentions are. Tell them the
goal. Tell them the rationale. Tell them the consequences and timing of what you intend to
do. Tell them the consequences and timing of doing nothing. Tell them the process by which
things will happen. Tell them how to find out more information. Tell them how to make sure
their comments and thoughts are to be included.

4. Appreciate

Appreciate people’s achievements in public. Even those who shun the limelight will
appreciate being commended in a low key way in public. Be specific. Do not say, “I just want
to commend Jim for the great job he is doing”. The assembled group, including Jim, is likely
to have two or more views on what behaviours “Doing a great job” reflects.

5. Reprimand

Reprimand in private. People will talk and the fact a reprimand has been given will be
known. Embarrassing people in public will de-motivate. Reprimanding in a constructive
manner will motivate.

6. Build

Build people’s strengths and help them eliminate their weaknesses. Make it unacceptable to
continue in a position where a weakness is a liability for the team. However, make it
acceptable to have a weakness on which people are willing to work. Help them help
themselves. Allow more skilled team members to help them. Monitor progress and appreciate
progress.

7. Delegate

Delegate your responsibilities to people who have the competence to execute some of your
tasks. State clearly what is expected, setting a standard which is mutually understood.
Delegate the authority. Do not double check them as routine. At the beginning of delegation
monitor their output as part of an greed standard of handing over delegation. At an agreed
level of execution quality, stop monitoring except for normal quality audit purposes. Make
sure the data required to execute the tasks is easily accessible.

.
ADVANTAGES OF MOTIVATION

The major benefits of motivation in an organizations are as follows:

1. Need satisfaction

Motivation satisfies the needs of individuals as well groups. Every individual or group of
individuals joins an organization to fulfill certain personal needs. The motivation function of
the manager serves to help such fulfillment.

2 . Job satisfaction

Motivation also promotes job satisfaction. When an employee’s needs are satisfied, he is on
the whole happy. His job satisfaction is of more direct concern. It is the key to other
important consequences.

.[Link]

An individual’s contribution to output is the resultant of two variables-his capacity for work
and his willingness to work. If P is performance, an ability and M motivation, then P = A X
M. It is clear that performance is not equal to the sum of an individual’s ability and
motivation but rather to the product of these two variables.

[Link]

Motivation helps the learning process. Without motivation learning does not take place.
There must be motivation or drive before there can be learning. Motivation stimulates interest
and the attitude of willing to learn.

[Link]

Motivation promotes self-discipline. The idea of discipline generally carries a negative

connotation. Subordinates obey a superior and maintain orderlybehaviorfor fear of
punishment. But motivation raises discipline to a positive level.
[Link]

There is an element of dynamism in motivation. When the rank and file workers and
managers are properly motivated, a kinetic energy is generated which produces a tremendous
impact not merely on the productivity and profits of an organization but also on its industrial
relations, public image, stability and future development.
CHAPTER-2LITERATURE
REVIEW
A Literature Review

Classification and job evaluation procedures have come under attack in the public sector in

recent years. (1)

Criticisms range from charges of favoritism and politics being used to make job value

decisions to the reinforcement of bureaucratic thinking.

(2) Arguments have been made that market pricing and skill and competency pay are needed

to assess job worth rather than traditional classification and job evaluation practices.

(3)While the debates concerning classification and job evaluation systems are informative,

they may be misleading. Often missing from those debates is reference to the voluminous

body of scientific and practical literature that has been amassed on classification and job

evaluation systems.

The purpose of this review is to help public sector human resource professionals make

informed decisions about whether to change or even abandon traditional classification and

other job evaluation systems for compensation purposes.

In order to accomplish this objective, a literature review is conducted on job evaluation over

the years, and more recently, the literature that has been conducted more broadly on work

evaluation. Work evaluation is a broader concept than job evaluation and allows for the

evaluation of roles, competencies, and teams as well as the evaluation of tasks and duties

associated with traditional job evaluation systems.

(4) As will be shown in this review, job evaluation is most certainly not gone nor should it be

forgotten. However, current job evaluation approaches need to be broadened to adapt to the

changing nature of work in public sector organizations.

A Brief Literature Review on Employee Motivation

Bruce and Pepitone (1999) propose an interesting viewpoint

according to which managers cannot motivate employees; managers can only influence what

employees are motivated to do.

The role of facilitating quality subordinate-superior communication at various levels

effectively employing a wide range of communication channels has been praised by Shields

(2007) in terms of its positive contribution in boosting employee morale. Shields (2007)

stresses two specific advantages of such a practice that relate to offering employees a chance

to raise their concerns and put across their points regarding various aspects of their jobs, as

well as, supplying them with the feeling of engagement and appreciation.

According to Lockley (2012) offering training and development programs that effectively

contributes to personal and professional growth of individuals is another effective employee

motivation strategy. At the same time, Lockley (2012) warns that in order for motivational

aspects of training and development initiatives to be increased, ideally they need to be

devised and implemented by a third party with relevant competency and experience.

Alternative working patterns such as job-rotating, job-sharing, and flexible working have

been branded as effective motivational tools by Llopis (2012). Moreover, Llopis (2012)

argues that motivational aspects of alternative working patterns along with its other benefits
are being appreciated by increasing numbers of organisations, however, at the same time;

many organisations are left behind from benefiting from such opportunities.

An interesting viewpoint regarding the issue has been proposed by Wylie (2004), according

to which members of management primarily should be able to maintain the level of their own

motivation at high levels in order to engage in effective motivation of their subordinates.

Accordingly, Wylie (2004) recommends managers to adopt a proactive approach in terms of

engaging in self-motivation practices.

Furthermore, Wylie (2004) recommends concentrating on specific variations of intangible

motivational tools such as celebrations of birthdays and other important dates with the

participation of whole team

According to Thomas (2009) the main challenge of motivation in workplaces is identifying

what motivates each individual employee taking into account his or her individual

differences. In other words, individual differences have been specified by Thomas (2009) as

the major obstruction for management in engaging in employee motivation in an effective

manner.

Lockley (2012), on the other hand, addresses the same issue focusing on cross-cultural

differences between employees in particular. Namely, culture can be explained as knowledge,

pattern of behaviour, values, norms and traditions shared by members of a specific group

(Kreitner and Cassidy, 2012), and accordingly, cross-cultural differences is perceived to be a

major obstruction in the way of successful employee motivation.

This point has been explained by Lockley (2012) by insisting that certain practices such as

engaging in constructive arguments and dialogues in workplace can prove to be highly

motivational for the representatives of Western culture, whereas the same set of practices can

prove to be counter-productive for employees from Asian countries due to vast cross-cultural

differences.
Llopis (2012) draws attention to the increasing relevance of the work-life balance problem

for modern employees and stresses its negative impact on the level of employee motivation.

Specifically, Llopis (2012) reasons that unless employees achieve an adequate level of work-

life balance in personal level, management investment on the level of employee motivation

can be wasted
 CHAPTER-3

OBJECTIVES AND SCOPE

OF STUDY
OBJECTIVES OF THE STUDY

Primary objective:

To study of the motivation level of employees.

Secondary Objectives:

To study the effectiveness of the techniques adopted by the company in employee motivation.

To study about the benefits and facilities provided to the employees.

To learn the employees satisfaction on the interpersonal relationship

Exits in theorganisation.
SCOPE OF THE STUDY

It is always essential for a concern to access its strategies and reshape its destiny. It is necessaryfor every
organization to study the different aspects that affects the organization [Link] study has a clear
and specific [Link] scope of this study is limited to INFOWIZ ltd. In this survey the emphasis is on
themotivation of employees. The scope of the study involves the preparation of questionnaire anddata of the
company.
 Chapter -4

RESEARCH

METHODOLOGY
RESEARCH METHODOLOGY

Research is a systematic method of finding solutions to problems. It is essentially an

investigation, a recording and an analysis of evidence for the purpose of gaining knowledge.
According to Clifford woody, “research comprises of defining and redefining problem,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data,
reaching conclusions, testing conclusions to determine whether they fit the formulated
hypothesis”

1. Sampling Design.

A sample design is a finite plan for obtaining a sample from a given population. Simple
random sampling is used for this study.

[Link].

The universe chooses for the research study is the employees of INFOWIZ Pvt. Ltd, Mohali

[Link] Size.

Number of the sampling units selected from the population is called the size of the sample.
Sample of 35 respondents were obtained from the population.

[Link] Procedure.

The procedure adopted in the present study is probability sampling, which is also known as
chance sampling. Under this sampling design, every item of the frame has an equal chance of
inclusion in the sample.

[Link] of Data Collection.

The data’s were collected through Primary and secondary sources.

Primary Sources

Primary data are in the form of “raw material” to which statistical methods are applied for the
purpose of analysis and interpretations.

The primary sources are discussion with employees, data’s collected through questionnaire.

Secondary Sources

Secondary data’s are in the form of finished products as they have already been treated
statistically in some form or other.

The secondary data mainly consists of data and information collected from records, company
websites and also discussion with the management of the organization. Secondary data was
also collected from journals, magazines and books.

6. Nature of Research

Descriptive research, also known as statistical research, describes data and characteristics
about the population or phenomenon being studied. Descriptive research answers the
questions who, what, where, when and how.

Questionnaire.

A well defined questionnaire that is used effectively can gather information on both overall
performance of the test system as well as information on specific components of the system.
A defeated questionnaire was carefully prepared and specially numbered. The questions were
arranged in proper order, in accordance with the relevance.

Nature of Questions Asked.

The questionnaire consists of open ended, dichotomous, rating and ranking questions.

Pre-testing

A pre-testing of questionnaire was conducted with 10 questionnaires, which were distributed

and all of them were collected back as completed questionnaire. On the basis of doubts raised
by the respondents the questionnaire was redialed to its present form.\

Sample
A finite subset of population, selected from it with the objective of investigating its properties
called a sample. A sample is a representative part of the population. A sample of 35
respondents in total has been randomly selected. The response to various elements under each
questions were totaled for the purpose of various statistical testing.

Variables of the Study.

The direct variable of the study is the employee motivation. Indirect variables are the
incentives, interpersonal relations, career development opportunities and performance
appraisal system.

Presentation of Data.

The data are presented through charts and tables.

Tools and Techniques for Analysis.

Correlation is used to test the hypothesis and draw inferences.

 CHAPTER-5
DATA ANALYSIS &
INTERPRETATIONS
DESCRIPTIVE STATISTICS

1.1 What is the response about the support from the HR department?

SR. NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Highly satisfied 10 28.57

2 Satisfied 22 62.85

3 Neutral 3 8.57

4 Dissatisfied 0 0

5 Highly dissatisfied 0 0

Total 35 100

70

60

50

40

30 62.85 Series 3

20
28.57
10
8.57
0 0 0
Category 1 Category 2 Category 3 Category 4 category

INTERPRETATION
The table shows that 28.57% of the respondents are satisfied with the support they are getting
from the HR department.

1.2 Does the management is interested in motivating the employees?

SR. NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Strongly Agree 17 48.57

2 Agree 15 42.85

3 Neutral 3 8.57

4 Disagree 0 0

5 Strongly Disagree 0 0

Total 35 100

60

50

40

30
Series 3
48.57
20 42.85

10
8.57
0 0 0
Category 1 Category 2 Category 3 Category 4 category

INTERPRETATION
The table shows that 48.57% of the respondents are strongly agreeing that the management is
interested in motivating the employees.

1.3 Which type of incentives motivates you more?

SL NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Financial Incentives 15 42.85

2 Non financial Incentives 10 28.57

3 Both 10 28.57

Total 35 100

Category 1
28.57 Category 2
42.85 category

0
28.57
Series 3

INTERPRETATION

The table shows that 28.57% of the respondents are expressing that both financial and non
financial incentives will equally motivate them.
1.4 Are you satisfied with the present incentives scheme?

SR. NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Highly satisfied 12 34.28

2 Satisfied 15 42.85

3 Neutral 8 22.85

4 Dissatisfied 0 0

5 Highly dissatisfied 0 0

Total 35 100

45

40

35

30

25
42.85 Series 3
20
34.28
15
22.85
10

0 0 0
Category 1 Category 2 Category 3 Category 4 category 5

INTERPRETATION
The table shows that 42.85% of the respondents are satisfied with the present incentive
scheme of the organization.

1.5 Does the company is eager to recognizing and acknowledging

employee’s work?
SR. NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Strongly Agree 10 28.57

2 Agree 20 57.14

3 Neutral 5 14.28

4 Disagree 0 0

5 Strongly Disagree 0 0

Total 35 100

60

50

40

30 57.14 Series 3

20
28.57
10
14.28

0 0 0
Category 1 Category 2 Category 3 Category 4 category 5

INTERPRETATION
From the study, 57.14% of employees agreed that the company is eager in recognizing and
acknowledging their work, 28.57% strongly agreed and only 14.28% showed neutral
response.

1.6 Is there any periodical increase in salary?

SR. NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Strongly Agree 7 20

2 Agree 10 28.57

3 Neutral 5 14.28

4 Disagree 8 22.85

5 Strongly Disagree 5 14.28

Total 35 100

30

25

20

15 28.57 Series 3
22.85
10 20
14.28 14.28
5

0
Category 1 Category 2 Category 3 Category 4 category 5

INTERPRETATION
The table shows 28.57%of employees agree that there is a periodical increase in the salary.

1.7 Does safety measures exists in the organization?

SR. NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Strongly Agree 10 28.57

2 Agree 5 14.28

3 Neutral 8 22.85

4 Disagree 7 20

5 Strongly Disagree 5 14.28

Total 35 100

30

25

20

15 28.57 Series 3
22.85
10 20
14.28 14.28
5

0
Category 1 Category 2 Category 3 Category 4 category 5

INTERPRETATION

The table shows 28.57% of employees strongly agree that there is a safety in the salary
1.8What are the Factors which motivates you the most?

SR. NO NUMBER OF

PARTICULAR RESPONDENTS PERCENTAGE

1 Salary increase 12 34.28

2 Promotion 10 28.57

3 Leave 7 20

4 Motivational talk 3 8.57

5 Recognition 3 8.57

Total 35 100

40

35

30

25

20
Series 3
34.28
15 28.57

10 20

5 8.57 8.57

0
Category 1 Category 2 Category 3 Category 4 category 5

Interpretation
The table shows that the 34.28% of the respondent is responding that increase in salary will
motivate them the most.
 CHAPTER-6 FINDINGS &
SUGGESTIONS

FINDINGS

The findings of the study are follows:

 1) There is a harmonious relationship is exist in the organization between employees and
management.
2) The employees are really motivated by the management.
3) The employees are satisfied with the present incentive plan of the company.
4) Most of the workers agreed that the company is eager in recognizing and
acknowledging their work.
5) The study reveals that there is a good relationship exists among employees.
6) Majority of the employees agreed that there job security to their present job.
7) The company is providing good safety measures for ensuring the employees safety.
8) From the study it is clear that most of employees agrees to the fact that performance
appraisal activities and support from the coworkers in helpful to get motivated.
9) The study reveals that increase in the salary will motivates the employees more.
10) The incentives and other benefits will influence the performance of the employees.
11) Management involves employees in decision making.

SUGGESTIONS

The suggestions for the findings from the study are follows:
 Most of the employees agree that the performance appraisal activities are helpful to
get motivated, so the company should try to improve performance appraisal system,
so that they can improve their performance.

 Non financial incentive plans should also be implemented; it can improve the
productivity level of the employees.

 Organization should give importance to communication between employees and gain

co-ordination through it.

 Skills of the employees should be appreciated.

 Better carrier development opportunities should be given to the employees for their
improvement.

 If the centralized system of management is changed to a decentralized one, then there

would be active and committed participation of staff for the success of the
organization.
CHAPTER-7

CONCLUSION
 CONCLUSION

The study concludes that, the motivational program procedure in INFOWIZ PVT. LTD is highly
effective. The study on employee motivation highlighted so many factors which will help to
motivate the employees. The study was conducted among 35 employees and collected
information through structured questionnaire. The study helped to findings which were related
with employee motivational programs which are provided in the organization. The overall
effectiveness of the employees showed, Job Involvement (JI), Hierarchical Relationship (HR),
Knowledge management (KM) and Organizational Reward (ORD) as the important factors to
accomplish the goals of the organization. Most of the mechanism in operation is voluntary in
character and work related issues are mainly taken-up through suggestion schemes. Informal
groups and small group activity, while interest related issues are taken-up through collective
bargaining system. Consultative mechanisms thrive in areas where management is willing to
share power. Centralized system does not nurture workers participation. Top management
commitment is also an essential ingredient for participative climate. In order to motivate labour
in a greater effort and nourish the productivity culture, the management – labour relations has
improve further. Commitment and empowerment feed on each other. Only committed employees
can be aware of what is happening in the company. The findings of the study indicate that
informal groups perception has led to the organizational development exhibited through various
factors. A similar find of informal group functioning will enhance any organization’s
 CHAPTER-8

LIMITATIONS OF STUDY

LIMITATION OF STUDY ON MOTIVATING EMPLOYEES

 Toxic Employees
 Related Articles
 Presentation Topics for Employees
 Managing 35 Employees
 Older Employees & Management Relationships
 Financial Advice for Employees

For executives and managers, research is necessary to understand employee needs. This is
especially true when the business goal is to turn unmotivated teams into productive ones. The
range of issues and dynamics that can impact an employee's motivation constantly changes in
today's ever-changing business environment. Knowing what to do, however, is not always
enough. Companies must move beyond research to implement practices that inspire employee
action.

Too many companies place great value on management theories and fancy presentations --
but little value on action. Leaders in business organizations must go beyond research to
actually implement motivational strategies. There are a number of ways to create an action-
based orientation within teams. In employee communications, use action-oriented language
that is simple, clear, direct and values common sense. Follow up to ensure decisions are
implemented. Also, refuse to accept excuses for why things will not work. Instead, encourage
employees to think of actions to overcome challenges.

Recognizing Success
We all love to be recognized. The rudiments of managing employee motivation center around
recognizing when workers get it right. Recognition is a soft-issue experience that goes
beyond the analytics of research. It is emotionally based. It connects employees to their teams
and the organization. Developing an emotionally intelligent relationship with an employee
that is genuine will gain great leverage in motivating teams.

Approaching Failures
When employees fear that their unsuccessful initiatives will lead to dismissal or punishment,
they will not be motivated to take risks. Remember, an attempt often facilitates the learning
process, and modification may be an option. This does not mean avoid giving negative
feedback to poor performers, because this can create a phenomenon described as the feedback
gap by management academic directors Sherry E. Moss and Juan I. Sanchez. Instead,
motivate employees by sharing failures in a way that communicates permission to take risk.
Do not, however, tolerate humiliation at any level.
Systemic Challenges
The policies and procedures within a business organization can either motivate and inspire an
employee or demoralize and demotivation him. Absenteeism and unmet performance
objectives are a couple of signs that business systems may need to be revisited. For example,
recognizing the impact of increased business demands on current processes can go a long
way in motivating employees. In such instances, management sends a message
acknowledging the impact of external factors on a team's productivity. There is nothing more
damaging to an employee's motivation than unrealistic business demands that goes
unacknowledged by business leaders.

Leadership
Monitoring the motivation of teams is a continuous process. Successful leaders foster positive
environments that can facilitate an employee's learning process and increase his productivity.
Do not let research paralysis set in to stymie a team's potential for success. Remember,
actions speak louder than words.

LIMITATIONS
The limitations of the study are the following

 The data was collected through questionnaire. The responds from the respondents
may not be accurate.
 The sample taken for the study was only 35 and the results drawn may not be
accurate.
 Since the organization has strict control, it acts as another barrier for getting data.
 Another difficulty was very limited time-span of the project.
 Lack of experience of Researcher.
 CHAPTER-9

BIBLIOGRAPHY

BIBLIOGRAPHY
Books:

 Research methodology, C R Kothari from New Age Publication

 Human Resources Management, K. Ashwathappa4thedition.
 Human Resources Management, [Link] from Excel New Publication, New Delhi

Website:

 [Link]
 [Link]
 [Link]
 [Link]
 www. [Link]
 CHAPTER-10

QUESTIONNAIRE

QUESTIONNAIRE

Name:………………………
Contact No: ………………..

Designation:……………….

Age:………………………

Gender:………………….

1. What is the response about the support from the HR department?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied
[Link] the management is interested in motivating the employees?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

[Link] type of incentives motivates you more?

a) Financial incentives
b) Non-financial incentives
c) Both

[Link] you satisfied with the present incentives scheme?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied
[Link] the company is eager to recognizing and acknowledging employee’s work?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

[Link] there any periodical increase in salary?

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

7. Does safety measures exists in the organization?

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

8. Does Performance appraisal activities are helpful to get motivated?

a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree

[Link] are the Factors which motivates you the most?

a) Salary increase
b) Promotion
c) Leave
d) Motivational talk
e) Recognition
10. Does Incentives and other benefits will influence your performance?

a) Influence
b) Does not influence
c) No opinion

11. Does Management involves you in decision making which are connected to your
department?

a) Yes
b) No
c) Occasionally