CHAPTER-1

INTRODUCTION

The project work entitled a ROLE OF HRD STRATEGES ON EMPLOYEE MOTIVATION :A STUDY ON INDIAN PRIVATE BANJS with special reference to private banks of mathura region.

Managements basic job is the effective utilization of human resources for achievements of organizational objectives. The personnel management is concerned with organizing human resources in such a way to get maximum output to the enterprise and to develop the talent of people at work to the fullest satisfaction. Motivation implies that one person, in organization context a manager, includes another, say an employee, to engage in action by ensuring that a channel to satisfy those needs and aspirations becomes available to the person. In addition to this, the strong needs in a direction that is satisfying to the latent needs in employees and harness them in a manner that would be functional for the organization.

Employee motivation is one of the major issues faced by every organization. It is the major task of every manager to motivate his subordinates or to create the will to work among the subordinates. It should also be remembered that a worker may be immensely capable of doing some work; nothing can be achieved if he is not willing to work. A manager has to make appropriate use of motivation to enthuse the employees to follow them. Hence this studies also focusing on the employee motivation among the employees of Punjab National Bank.

The data needed for the study has been collected from the employees through questionnaires .Analysis and interpretation has been done by using the statistical tools and datas are presented through tables and charts.

SIGNIFICANCE OF THE STUDY

The study is intended to evaluate motivation of employees in the bank. A good motivational program procedure is essential to achieve goal of the organization. If efficient motivational programmes of employees are made not only in this particular organization but also any other organization; the organizations can achieve the efficiency also to develop a good organizational culture. Motivation has variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in more than one way. This helps in retaining and nurturing the true believers who can deliver value to the organization. Proliferating and nurturing the number of true believers is the challenge for future and present HR managers. This means innovation and creativity. It also means a change in the gear for HR polices and practices. The faster the organizations nurture their employees, the more successful they will be. The challenge before HR managers today is to delight their employees and nurture their creativity to keep them a bloom. This study helps the researcher to realize the importance of effective employee motivation. This research study examines types and levels of employee motivational programmes and also discusses management ideas that can be utilized to innovate employee motivation. It helps to provide insights to support future research regarding strategic guidance for organizations that are both providing and using reward/recognition programs.

CHAPTER 2

LITERATURE REVIEW
Rensis Likert has called motivation as the core of management. Motivation is the core of management. Motivation is an effective instrument in the hands of the management in inspiring the work force .It is the major task of every manager to motivate his subordinate or to create the will to work among the subordinates .It should also be remembered that the worker may be immensely capable of doing some work, nothing can be achieved if he is not willing to work .creation of a will to work is motivation in simple but true sense of term. Motivation is an important function which very manager performs for actuating the people to work for accomplishment of objectives of the organization .Issuance of well conceived instructions and orders does not mean that they will be followed .A manager has to make appropriate use of motivation to enthuse the employees to follow them. Effective motivation succeeds not only in having an order accepted but also in gaining a determination to see that it is executed efficiently and effectively. In order to motivate workers to work for the organizational goals, the managers must determine the motives or needs of the workers and provide an environment in which appropriate incentives are available for their satisfaction .If the management is successful in doing so; it will also be successful in increasing the willingness of the workers to work. This will increase efficiency and effectiveness of the organization .There will be better utilization of resources and workers abilities and capacities.

The concept of 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.

According to WEBSTERS NEW WORLD DICTIONARY (1998), motivation is some kind of drive or impulse that causes one to act in a certain way.

BENNETT (1997) also suggests that motivation is a force that influence on employee to work so as to achieve certain aims and benefits.

BENNETT (1997:102) comments: An employees motivation to work consists of all the drives, force and influences conscious or unconscious that causes the employee to want to achieve certain aims and benefits.

On the other hand COWLING &MAILER (1998) says, motivation is a psychological concept related to strength and direction of human behavior. Motivation is explained as a force within individuals, which lead them to achieve certain goals in order to fulfill their needs or expectations.

In support of this, Mitchell (1982) defines motivation as the degree to which an individual wants to choose to engage in certain specified behavior.

Another review given by Cowling &Mailer (1998) demonstrates that motivation ,in the work place ,is concerned with the manner in which individuals choose to exert effort in pursuit of their

goals ,and correspondingly ,with the manner in which employers attempt to create work environments which stimulates such effort .

Since increase in productivity is the ultimate goal of every industrial organization, motivation of employees at all levels is the most critical function of management.

According to Stephen P. Robbins: motivation is defined as the, willingness to exert high levels of effects towards organizational goals, conditioned by the efforts ability to satisfy some individual needs.

An organization has goals, which can only be achieved by the efforts of the people who work in the organization. Individuals have their own goal in life, and these are likely to be different from those of the organization. A major consideration for supervisors and management is the problem of getting the employees to work in such a way that the organization achieves its goal, in other words, employees must be motivated.

In simple terms, motivation is a kind of force or device that influence on individual to work and to exert effort so as to achieve certain goals or incentives in order to fulfill their needs and expectation. And, from employers side it is an attempt to create and maintain such kind of forces of influence their employees in order to exert effort.

Motivation plays a major role in achieving high performance in the workplace, which is an important goal of management .However, just because an employee is motivated does not

guarantee that they will perform satisfactorily. Therefore, changing the performance of worker is rather more complicated than just motivating them. Managers are challenged to understand employee need and to design work & workplace so that employees will engage in behaviors that meet their needs, while at the same time achieving organizational goals. To motivate others is the most important of management tasks. It comprises the abilities to communicate, to set an example, to challenge, to encourage, to obtain feedback, to involve, to delegate, to develop and train, to inform, to brief and to provide a 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.

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.

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.

The rates of labors turnover and absenteeism among the workers will be low.

There will be good human relations in the organization as friction among the workers themselves and between the workers and the management will decrease.

The number of complaints and grievances will come down. Accident will also be low.

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

PROCESS OF MOTIVATION

In the initiation a person starts feeling lonely. There is an arousal of need so urgent, that the bearer has to venture in search to satisfy it. This leads to creation of tension, which urges the person to forget everything else and cater to the aroused need first. This tension also creates drives and attitudes regarding the type of satisfaction that is desired. This leads a person to venture into the search of information. This ultimately leads to evaluation of alternatives where the best alternative is chosen. After choosing the alternative, an action is taken. Because of the performance of the activity satisfaction is achieved which than relieves the tension in the individual.

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11

Theories

THEORIES OF MOTIVATION

Contribution of Robert Owen

Though Owen is considered to be paternalistic in his view, his contribution is of a considerable significance in the theories of Motivation. During the early years of the nineteenth century, Owens textile mill at New Lanark in Scotland was the scene of some novel ways of treating people. His view was that people were similar to machines. A machine that is looked after properly, cared for and maintained well, performs efficiently, reliably and lastingly, similarly people are likely to be more efficient if they are taken care of. Robert Owen practiced what he preached and introduced such things as employee housing and company shop. His ideas on this and other matters were considered to be too revolutionary for that time.

2) Jeremy Benthams The Carrot and the Stick Approach

Possibly the essence of the traditional view of people at work can be best appreciated by a brief look at the work of this English philosopher, whose ideas were also developed in the early years of the Industrial Revolution, around 1800. Benthams view was that all people are self-interested and are motivated by the desire to avoid pain and find pleasure. Any worker will work only if the
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reward is big enough, or the punishment sufficiently unpleasant. This view - the carrot and stick approach - was built into the philosophies of the age and is still to be found, especially in the older, more traditional sectors of industry.

The various leading theories of motivation and motivators seldom make reference to the carrot and the stick. This metaphor relates, of course, to the use of rewards and penalties in order to induce desired behavior. It comes from the old story that to make a donkey move, one must put a carrot in front of him or dab him with a stick from behind. Despite all the research on the theories of motivation, reward and punishment are still considered strong motivators. For centuries, however, they were too often thought of as the only forces that could motivate people.

At the same time, in all theories of motivation, the inducements of some kind of carrot are recognized. Often this is money in the form of pay or bonuses. Even though money is not the only motivating force, it has been and will continue to be an important one. The trouble with the money carrot approach is that too often everyone gets a carrot, regardless of performance through such practices as salary increase and promotion by Seniority, automatic merit increases, and executive bonuses not based on individual manager performance. It is as simple as this: If a person put a donkey in a pen full of carrots and then stood outside with a carrot, would the donkey be encouraged to come out of the pen ? The stick, in the form of fearfear of loss of job, loss of income, reduction of bonus, demotion, or some other penaltyhas been and continues to be a strong motivator. Yet it is admittedly not the best kind. It often gives rise to defensive or retaliatory behavior, such as union organization, poor-quality work, and executive indifference, failure of a manager to take any risks in decision

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making or even dishonesty. But fear of penalty cannot be overlooked. Whether managers are first-level supervisors or chief executives, the power of their position to give or with hold rewards or impose penalties of various kinds gives them an ability to control, to a very great extent, the economic and social well-being of their subordinates.

Abraham Maslows Need Hierarchy Theory

One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator. As per his theory this needs are :

(i) Physiological needs : These are important needs for sustaining the human life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fall in the primary list of need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no other motivating factors can work.

(ii) Security or Safety needs :

These are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm.
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(iii) Social needs :

Since people are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship.

(iv) Esteem needs : According to Maslow, once people begin to satisfy their need to belong, they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfaction as power, prestige status and self-confidence. It includes both internal esteem factors like selfrespect, autonomy and achievements and external esteem factors such as states, recognition and attention.

(v) Need for self-actualization : Maslow regards this as the highest need in his hierarchy. It is the drive to become what one is capable of becoming; it includes growth, achieving ones potential and self-fulfillment. It is to maximize ones potential and to accomplish something.

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As each of these needs are substantially satisfied, the next need becomes dominant. From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you want to motivate someone, you need to understand what level of the hierarchy that person is on and focus on satisfying those needs or needs above that level. Maslows need theory has received wide recognition, particularly among practicing managers. This can be attributed to the theorys intuitive logic and ease of understanding. However, research does not validate these theory. Maslow provided no empirical evidence and other several studies that sought to validate the theory found no support for it.

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 Theory X and Theory Y of Douglas McGregor :

McGregor, in his book The Human side of Enterprise states that people inside the organization can be managed in two ways. The first is basically negative, which falls under the category X and the other is basically positive, which falls under the category Y. After viewing the way in which the manager dealt with employees, McGregor concluded that a managers view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mold his or her behavior towards subordinates according to these assumptions. Under the assumptions of theory X : Employees inherently do not like work and whenever possible, will attempt to avoid it. Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals. Employees avoid responsibilities and do not work fill formal directions are issued. Most workers place a greater importance on security over all other factors and display little ambition. In contrast under the assumptions of theory Y : Physical and mental effort at work is as natural as rest or play. People do exercise self-control and self-direction and if they are committed to those goals. Average human beings are willing to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization.
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That the way the things are organized, the average human beings brainpower is only partly used.

However, this theory has been criticized widely for generalization of work and human behavior.

Contribution of Rensis Likert

Likert developed a refined classification, breaking down organizations into four management systems. 1st System Primitive authoritarian 2nd System Benevolent authoritarian 3rd System Consultative 4th System Participative

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As per the opinion of Likert, the 4th system is the best, not only for profit organizations, but also for non-profit firms.

Frederick Herzbergs motivation-hygiene theory

Frederick has tried to modify Maslows need Hierarchy theory. His theory is also known as twofactor theory or Hygiene theory. He stated that there are certain satisfiers and dissatisfies for employees at work. Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his theory on the question: What do people want from their jobs? He asked people to describe in detail, such situations when they felt exceptionally good or exceptionally bad. From the responses that he received, he concluded that opposite of satisfaction is not dissatisfaction.

Removing dissatisfying characteristics from a job does not necessarily make the job satisfying. He states that presence of certain factors in the organization is natural and the presence of the same does not lead to motivation. However, their non-presence leads to demotivation. In similar

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manner there are certain factors, the absence of which causes no dissatisfaction, but their presence has motivational impact. Examples of Hygiene factors are : Security, status, relationship with subordinates, personal life, salary, work conditions, relationship with supervisor and company policy and administration. Examples of Motivational factors are : Growth prospectus, job advancement, responsibility, challenges, recognition and achievements.

Contributions of Elton Mayo

The work of Elton Mayo is famously known as Hawthorne Experiments. He conducted behavioral experiments at the Hawthorne Works of the American Western Electric Company in Chicago. He made some illumination experiments, introduced breaks in between the work performance and also introduced refreshments during the pauses. On the basis of this he drew the conclusions that motivation was a very complex subject. It was not only about pay, work condition and morale but also included psychological and social factors. Although this research has been criticized from many angles, the central conclusions drawn were : People are motivated by more than pay and conditions. The need for recognition and a sense of belonging are very important. Attitudes towards work are strongly influenced by the group.

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 Vrooms Valence x Expectancy theory

The most widely accepted explanations of motivation have been propounded by Victor Vroom. His theory is commonly known as expectancy theory. The theory argues that the strength of a tendency to act in a specific way depends on the strength of an expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual to make this simple, expectancy theory says that an employee can be motivated to perform better when their is a belief that the better performance will lead to good performance appraisal and that this shall result into realization of personal goal in form of some reward. Therefore an employee is : Motivation = Valence x Expectancy. The theory focuses on three things : Efforts and performance relationship Performance and reward relationship Rewards and personal goal relationship

This leads us to a conclusion that :

The Porter and Lawler Model

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Lyman W. Porter and Edward E. Lawler developed a more complete version of motivation depending upon expectancy theory.

Actual performance in a job is primarily determined by the effort spent. But it is also affected by the persons ability to do the job and also by individuals perception of what the required task is. So performance is the responsible factor that leads to intrinsic as well as extrinsic rewards. These rewards, along with the equity of individual leads to satisfaction. Hence, satisfaction of the individual depends upon the fairness of the reward.

Clayton Alderfers ERG Theory

Alderfer has tried to rebuild the hierarchy of needs of Maslow into another model named ERG i.e. Existence Relatedness Growth. According to him there are 3 groups of core needs as mentioned above. The existence group is concerned mainly with providing basic material existence. The second group is the individuals need to maintain interpersonal relationship with
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other members in the group. The final group is the intrinsic desire to grow and develop personally. The major conclusions of this theory are : In an individual, more than one need may be operative at the same time. If a higher need goes unsatisfied than the desire to satisfy a lower need intensifies. It also contains the frustration-regression dimension.

11) Equity Theory

As per the equity theory of J. Stacey Adams, people are motivated by their beliefs about the reward structure as being fair or unfair, relative to the inputs. People have a tendency to use subjective judgment to balance the outcomes and inputs in the relationship for comparisons between different individuals. Accordingly :

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If people feel that they are not equally rewarded they either reduce the quantity or quality of work or migrate to some other organization. However, if people perceive that they are rewarded higher, they may be motivated to work harder.

12) McClellands Theory of Needs

David McClelland has developed a theory on three types of motivating needs : Need for Power Need for Affiliation Need for Achievement

Basically people for high need for power are inclined towards influence and control. They like to be at the center and are good orators. They are demanding in nature, forceful in manners and

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ambitious in life. They can be motivated to perform if they are given key positions or power positions. In the second category are the people who are social in nature. They try to affiliate themselves with individuals and groups. They are driven by love and faith. They like to build a friendly environment around themselves. Social recognition and affiliation with others provides them motivation. People in the third area are driven by the challenge of success and the fear of failure. Their need for achievement is moderate and they set for themselves moderately difficult tasks. They are analytical in nature and take calculated risks. Such people are motivated to perform when they see atleast some chances of success. McClelland observed that with the advancement in hierarchy the need for power and achievement increased rather than Affiliation. He also observed that people who were at the top, later ceased to be motivated by this drives.

13) Reinforcement Theory

B.F. Skinner, who propounded the reinforcement theory, holds that by designing the environment properly, individuals can be motivated. Instead of considering internal factors like impressions, feelings, attitudes and other cognitive behavior, individuals are directed by what happens in the environment external to them. Skinner states that work environment should be made suitable to the individuals and that punishments actually leads to frustration and demotivation. Hence, the only way to motivate is to keep on making positive changes in the external environment of the organization.
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14) Goal Setting Theory of Edwin Locke

Instead of giving vague tasks to people, specific and pronounced objectives, help in achieving them faster. As the clearity is high, a goal orientation also avoids any misunderstandings in the work of the employees. The goal setting theory states that when the goals to be achieved are set at a higher standard than in that case employees are motivated to perform better and put in maximum effort. It revolves around the concept of Self-efficacy i.e. individuals belief that he or she is capable of performing a hard task.

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15) Cognitive Evaluation Theory

As per this theory a shift from external rewards to internal rewards results into motivation. It believes that even after the stoppage of external stimulus, internal stimulus survives. It relates to the pay structure in the organization. Instead of treating external factors like pay, incentives, promotion etc and internal factors like interests, drives, responsibility etc, separately, they should be treated as contemporary to each other. The cognition is to be such that even when external motivators are not there the internal motivation continues. However, practically extrinsic rewards are given much more weightage.

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Types of Motivation.
Intrinsic motivation occurs when people are internally motivated to do something because it either brings them pleasure, they think it is important, or they feel that what they are learning is morally significant. Extrinsic motivation comes into play when a student is compelled to do something or act a certain way because of factors external to him or her (like money or good grades)

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, selfactualization and responsibility.

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INCENTIVES

Financial Incentives

Non-financial incentives

Wages and Salaries. Bonus Medical reimbursement Insurance Housing facility Retirement benefits.

- Competition - Group recognition - Job security - Praise - Knowledge of result - 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.
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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 individuals 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. Below mentioned are some tips for motivating the staff / employees in an organization: 1-Provide the employees certain benefits 2-Be familiar with your staff 3-Participate in new employees induction programme 4-Provide feedback to the staff constantly
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5-Acknowledge your staff on their achievements 6-Ensure effective time management 7-Have stress management techniques in your organization 8-Use counseling technique 9-Give the employees learning opportunities 10-Set an example for your staff / subordinates 11-Smile often

12-Listen effectively

OBJECTIVES OF THE STUDY

To study the motivational policies. To identify the different motivational factors in Private Banks in Mathura Region. To study the effect of motivational policies upon employees performance.

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CHAPTER-3

PRIVATE BANKS IN INDIA

Initially all the banks in India were private banks, which were founded in the pre-independence era to cater to the banking needs of the people. In 1921, three major banks i.e. Banks of Bengal, Bank of Bombay, and Bank of Madras, merged to form Imperial Bank of India. In 1935, the Reserve Bank of India (RBI) was established and it took over the central banking responsibilities from the Imperial Bank of India, transferring commercial banking functions completely to IBI. In 1955, after the declaration of first-five year plan, Imperial Bank of India was subsequently transformed into State Bank of India (SBI).

Following this, occurred the nationalization of major banks in India on 19 July 1969. The Government of India issued an ordinance and nationalized the 14 largest commercial banks of India, including Punjab National Bank (PNB), Allahabad Bank, Canara Bank, Central Bank of India, etc. Thus, public sector banks revived to take up leading role in the banking structure. In 1980, the GOI nationalized 6 more commercial banks, with control over 91% of banking business of India.

In 1994, the Reserve Bank Of India issued a policy of liberalization to license limited number of private banks, which came to be known as New Generation tech-savvy banks. Global Trust Bank was, thus, the first private bank after liberalization; it was later amalgamated with Oriental Bank of Commerce (OBC). Then Housing Development Finance Corporation Limited (HDFC)

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became the first (still existing) to receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the private sector.

At present, Private Banks in India include leading banks like ICICI Banks, ING Vysya Bank, Jammu & Kashmir Bank, Karnataka Bank, Kotak Mahindra Bank, SBI Commercial and International Bank, etc. Undoubtedly, being tech-savvy and full of expertise, private banks have played a major role in the development of Indian banking industry. They have made banking more efficient and customer friendly. In the process they have jolted public sector banks out of complacency and forced them to become more competitive.

Major private banks in India are:

HDFC Bank

Housing Development Finance Corporation Limited, more popularly known as HDFC Bank Ltd, was established in the year 1994, as a part of the liberalization of the Indian Banking Industry by Reserve Bank of India (RBI). It was one of the first banks to receive an 'in principle' approval from RBI, for setting up a bank in the private sector.

ICICI Bank

ICICI Bank started as a wholly owned subsidiary of ICICI Limited, an Indian financial institution, in 1994. Four years later, when the company offered ICICI Bank's shares to the

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public, ICICI's shareholding was reduced to 46%. In the year 2000, ICICI Bank offered made an equity offering in the form of ADRs on the New York Stock Exchange (NYSE)

ING Vysya Bank

ING Vysya Bank Ltd came into being in October 2002, when erstwhile Vysya Bank Ltd was merged with ING, a global financial powerhouse boasting of Dutch origin. Vysya Bank Ltd, one of initial banks to be set up in the private sector of India

Kotak Mahindra Bank

Kotak Mahindra Bank is one of India's leading financial private banking institutions. It offers banking solutions that covers almost every sphere of life. Some of its financial services include commercial banking, stock broking, mutual funds, life insurance and investment banking.

UTI Bank

Axis Bank was formed as UTI when it was incorporated in 1994 when Government of India allowed private players in the banking sector. The bank was sponsored together by the administrator of the specified undertaking of the Unit Trust of India, Life Insurance Corporation of India (LIC) and General Insurance Corporation ltd.

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YES Bank

Yes Bank is one of the top most private Indian banks. Awarded by the only Greenfield license award by RBI in last 14 years, this bank is established and run by Rana Kapoor and Ashok Kapur with the financial support of Rabobank Nederland, the world's single AAA rated private Bank.

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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

Research Technique: Descriptive Research

SAMPLING TECHNIQUE:

Convenience sampling It is purposive or non-probability sampling. This sampling method involves deliberate or purposive selection of particular units of the universe for consulting a sample, which represents the universe and when elements are selected for inclusion in the sample based on the ease of access, it is called convenience sampling.

Sample Size. Number of the sampling units selected from the population is called the size of the sample. Sample of 50 respondents were obtained from the population.

Methods of Data Collection. The datas were collected through Primary and secondary sources.

Primary Sources.

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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, datas collected through questionnaire. Secondary Sources. Secondary datas 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, bank websites. Secondary data was also collected from journals, magazines and books.

1-Sources of Data collection:

The data is collected for this project report from the both primary and secondary source.

Primary source- Questionnaire

Secondary sources- 1-Internet 2-Magazine 2-Sample plan: Population-Individuals working in PRIVATE BANKS IN MATHURA REGION. Sampling unit- An individual employee Sample size-50 Area of survey-Mathura Region

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CHAPTER-4 ANALYSIS AND INTERPRETATION OF DATA

Q-1- Management is interested in motivating the employees
SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total NUMBER OF RESPONDENTS 27 20 3 0 0 50 PERCENTAGE 54 40 6 0 0 100

INTERPRETATION The table shows that 54% of the respondents are strongly agreeing that the management is interested in motivating the employees

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Q-2- The type of incentives motivates you more

SL NO PARTICULAR 1 2 3 Financial Incentives Non financial Incentives Both Total

NUMBER OF RESPONDENTS 15 9 26 50 PERCENTAGE 30 18 52 100

INTERPRETATION The table shows that 52% of the respondents are expressing that both financial and non financial incentives will equally motivate them.

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Q-3-Satisfaction with the present incentives scheme

SL NO PARTICULAR 1 2 3 4 5 Highly satisfied Satisfied Neutral Dissatisfied Highly satisfied Total

NUMBER OF RESPONDENTS 18 29 3 0 0 50 PERCENTAGE 36 58 6 0 0 100

INTERPRETATION The table shows that 58% of the respondents are satisfied with the present incentive scheme of the organization.

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Q-4- Performance appraisal activities are helpful to get motivated.

SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total NUMBER OF RESPONDENTS 9 23 6 3 9 50 PERCENTAGE 18 46 12 3 18 100

INTERPRETATION The table shows 46% of the respondents agree that the performance appraisal activities are helpful to get motivated.

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Q-5-Career development opportunities are helpful to get motivated

SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total NUMBER OF RESPONDENTS 10 26 2 4 8 50 PERCENTAGE 20 52 4 8 16 100

INTERPRETATION The table shows 52% of the respondents agree that the career development opportunities are helpful to get motivated.

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Q-6-Factors which motivates you the most.

SL NO PARTICULAR 1 2 3 4 5 Salary increase Promotion Leave Motivational talk Recognition Total

NUMBER OF RESPONDENTS 21 15 3 5 6 50 PERCENTAGE 42 30 6 10 12 100

INTERPRETATION
The table shows that the 42% of the respondent is responding that increase in salary will motivate them the most.

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Q-7-Incentives and other benefits will influence your performance

SL NO PARTICULAR 1 2 3 Influence Does not influence No opinion Total

NUMBER OF RESPONDENTS 32 12 6 50 (Table 4.16) PERCENTAGE 64 24 12 100

(Chart 4.16)

INTERPRETATION The table shows 64% of the respondents responded that incentives and other benefits will influence their performance

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Q-8-There is any difference after application of motivational factors-

SL NO PARTICULAR 1 2 3 4 5 Strongly Agree Agree Neutral Disagree Strongly Disagree Total

NUMBER OF RESPONDENTS 15 20 2 5 8 50 PERCENTAGE 30 40 4 10 16 100

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FINDINGS
The findings of the study are follows

The employees are really motivated by the management. The employees are more motivated from financial incentives. The employees are satisfied with the present incentive plan of the company. 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.

The employees are more motivated from career development opportunities. The study reveals that increase in the salary will motivates the employees more. The incentives and other benefits will influence the performance of the employees. The study reveals that there is any difference after application of motivational factors.

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SUGGESTIONS
The suggestions for the findings from the study are follows Non financial incentive plans should also be implemented; it can improve the performance level of the employees. Organization should give importance to communication between employees and gain coordination 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. PRIVATE banks employees are motivated from increase in salary but management should guide them for others.

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LIMITATIONS OF THE STUDY

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 50 and the results drawn may not be accurate.

Another difficulty was very limited time-span of the project.

Lack of experience of Researcher.

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CONCLUSION
The study concludes that, the motivational program procedure in P.N.B. is found effective but not highly effective. The study on employee motivation highlighted so many factors which will help to motivate the employees. The study was conducted among 50 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 performance appraisal activities really play a major role in motivating the employees of the organization. It is a major factor that makes an employee feels good in his work and results in his satisfaction too. The organization can still concentrate on specific areas which are evolved from this study in order to make the motivational programs more effective. Only if the employees are properly motivated- they work well and only if they work well the organization is going to benefit out it. Steps should be taken to improve the motivational programs procedure in the future. The suggestions of this report may help in this direction.

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QUESTIONNAIR
NAME AGEE-MAIL IDADDRESS OF BANK-

Q-1- Management is interested in motivating the employees

PARTICULAR Strongly Agree Agree Neutral Disagree Strongly Disagree Total

Q-2- The type of incentives motivates you more

PARTICULAR Financial Incentives Non financial Incentives Both Total

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Q-3-Satisfaction with the present incentives scheme

PARTICULAR Highly satisfied Satisfied Neutral Dissatisfied Highly satisfied Total

Q-4- Performance appraisal activities are helpful to get motivated.

PARTICULAR Strongly Agree Agree Neutral Disagree Strongly Disagree Total

Q-5-Career development opportunities are helpful to get motivated

PARTICULAR Strongly Agree Agree Neutral Disagree Strongly Disagree Total

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Q-6-Factors which motivates you the most.

PARTICULAR Salary increase Promotion Leave Motivational talk Recognition Total

Q-7-Incentives and other benefits will influence your performance PARTICULAR Influence Does not influence No opinion Total

Q-8-There is any difference after application of motivational factors

PARTICULAR Strongly Agree Agree Neutral Disagree Strongly Disagree Total

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BIBLIOGRAPHY

Web Sites: www.answers.com Www. Google.com

Books Human Resource Management By: - Dr. C.B. Gupta Human Resource & Personnel Management By: - K Aswathappa

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