A STUDY ON EMPLOYEE MOTIVATION

WITH REFERENCE TO
BAJAJ ALLIANZ LIFE INSURANCE COMPANY LIMITED

Bajaj Allianz Life Insurance Co Ltd

Insurance Agency
Address: No;610,611,612, 6th Floor, 2nd Block,
White House, Kundan Bagh, Begumpet,
Hyderabad, Telangana 500016
Phone:

040 6457 7776

TABLE OF CONTENTS
CHAPTER

TITLE

INTRODUCTION

INDUSTRY PROFILE &

COMPANY PROFILE

LITERATURE REVIEW

RESEARCH METHODOLOGY
NEED OF THE STUDY
OBJECTIVE OF THE STUDY
SCOPE OF THE STUDY
LIMITATIONS OF THE STUDY
RESEARCH DESIGN

DATA ANALYSIS &

INTERPRETATIOIN

FINDINGS & CONCLUSION

BIBLIOGRAPHY &
QUESTIONNAIRE

CHAPTER - 1

INTRODUCTION

INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

A wonderful creation of man brought significant and paradigm shifts in
our day-to/day life. The people make or mar the organization. According
to L F Urwick Business houses are made or broken in the long run not by
markets or capital, patent or equipment by men managing men has
become a task of trauma. As it is said, by father of ps ychologist Sigmund
Freud that, beats are better than some men. Sometimes we find such men
in the organization and managing these men is a task. Managing this task
is Human Resource Management.
An organization is nothing without Human Resource. Of all the resources
manpower is the only resources, which does not depreciate with the
passage of the time. The term Human Resource is a resource like any
natural resources (i.e.) management can get and use the skills, knowledge,
ability etc. Through the development of multi-facets, skill tapping and
utilizing them again and again by developing a positive attitude among
employees. From the view point of the organization Human Resource
Management is the process of efficiently getting activities completed with
and through other people.
In the process of glamorous globalization Human resource management
was heralded as a new era of human people oriented employment
management and derided as a blunt instrument to bully workers. But
the former proved a value and this value stabilized and strengthen the
Silicon Valley and Silicon Valleys of India. Human Resource Management
concerned the human side of the management of enterprises and employees
relations with their firm.
The employees of a company i.e. its Human Resources are understood in
and used in such a way that the employer obtains the greatest possible
benefit from their abilities and the employees obtain both material and
psychological rewards from their work. Human Resource Management sees
employees as assets to be used strategically through their close
involvement with the organization and by raising employees levels of
commitment to the aims and requirements of the firms. Now a days
employees are encouraged to welcome change, to be innovative, quality
conscious and flexible.

HRM AS CENTRAL SUBSTSTEM IN AN ORGANIZATION

As a central subsystem, HRM interacts closely and continuously with all

other subs ystem of an organization. The quality of people in all subsystem
depends largely upon the policies, programmes and practices of the HRM
subsystems. The quality of Human Resource determines in turn the success
of the organization.
HRM become very significant in recent decades due to the following
factors:

Growth of powerful nation wide trade union.

Increase proportion of women in the workforce.
Rise of professional and knowledgeable workers.
Growing expectations of society from employers.
Increase in the size and complexity of the organization.
Revolution in information technology that might effect the
workforce.
Rapid
technological
developments
like
automation
and
computerization.
Rapidly changing jobs and skills requiring long term manpower
planning.
Widening scope of legislation designed to protect the interests of
the workforce.

HRM The new assumptions

Goal orientation (relationship orientation)

Participation and infor med choice (control from top)
People are social capital capable of developme nt (people are variable
cost)

Seeks power equalization for trust and collaboration (seeks power

advantage for bargaining and confrontation)
Coincidence of interest between stakeholders can be development (self
interest dominates conflict between stakeholders)
Proactive s yste m wide intervention, with e mphasis on fit linking HRM
with strategic planning and cultural change (old assumption reactive, piece meal
intervention in response to specific proble m)

Out comes to HRM

According to the Harvard Researchers, the effectiveness of the outcomes to
HRM are:

Co mmit me nt
Co mpetence
Congruence
Cost-effectiveness
Commit ment
Concerns e mplo ye es lo ya lt y to the organization personal motivation and
linking for their work. The degree of e mplo yee commit ment might be assessed
via attitude surve ys labor turnover and absenteeis m statistics and through
interview with the workers who quit their jobs.

Competence
Relates to e mplo ye es skills and abilities, training require me nts and potential for
higher work. These ma y be esti mated through e mplo ye e appraisal s yste m and
the preparation of skills inventories. HRM policies should be designed to
attract, retain and motivate competent.

Congruence
Congruence means that manage me nt and workers share the sa me vision of the
organization goals and work together to attain the m. In a well-managed
organization, e mplo ye es at all levels of authorit y will share common
perspectives about the factors that deter mine its prosperit y and future prospects.

Cost-effectiveness
Concerns operational efficienc y. HR should be used to the best advantage and in
the most productive wa ys. Outputs must be maxi mized at the lowest input cost
and the organizational must be quick to respond to ma rket opportunities and
environmental changes.

INTRODUCTION TO EMPLOYEE MOTIVATION:

Motivation is one of the most important factors affecting human behavior and performance.
This is the one of the reason why managers attach great importance to motivation in
organizational setting. Lipkert has called motivation has the core of management. Effective
directing leads to effectiveness, both at organizational and individuals levels. This requires
the understanding of what individuals want from the organization. However, what individuals
want from the organization has not been fully identified.

Inner strivings of individuals that direct behavior. Unsatisfied desires create the
motivation to act with purposeful behavior to achieve gratification.

Definition of Motivation:
A simple definition of motivation is the ability to change behavior. It is a drive that
compels one to act because human behavior is directed toward some goal. Motivation is
intrinsic (internal); it comes from within based on personal interests, desires, and need for
fulfillment. However, extrinsic (external) factors such as rewards, praise, and promotions
also influence motivation. As defined by Daft (1997), motivation refers to the forces
either within or external to a person that arouse enthusiasm and persistence to pursue a
certain course of action
People who are committed to achieving organizational objectives generally outperform
those who are not committed. Those who are intrinsically rewarded by accomplishments
in the workplace are satisfied with their jobs and are individuals with high self-esteem.
Therefore, an important part of management is to help make work more satisfying and
rewarding for employees and to keep employee motivation consistent with organizational
objectives. With the diversity of contemporary workplaces, this is a complex task. Many
factors, including the influences of different cultures, affect what people value and what is
rewarding to them.
From a managers perspective, it is important to understand what prompts people, what
influences them, and why they persist in particular actions. Quick (1985) presented these
four underlying principles that are important to understanding motivation:
People have reasons for everything they do.
Whatever people choose as a goal is something they believe is good for them.
The goal people choose must be seen as attainable.
The conditions under which the work is done can affect its value to the employee
and his or her perceptions of attainability or success.
When management was first studied in a scientific way at the turn of the twentieth
century, Frederick Winslow Taylor worked to improve productivity in labor
situations so important in those days of the developing Industrial Revolution.
Taylor developed efficiency measures and incentive systems. When workers were
paid more for meeting a standard higher than their normal production,
productivity increased dramatically. Therefore, workers seemed to be

economically motivated. At this time in history, social issues involved in human

behavior were not yet considered. Amore humanistic approach soon developed
that has been influencing management ever since.
During the late 1920s and early 1930s, Elton Mayo and other researchers from Harvard
University conducted studies at a Western Electric plant in Hawthorne, Illinois, to
measure productivity. They studied the effects of fatigue, layout, heating, and lighting on
productivity. As might be expected when studying lighting, employee productivity levels
increased as the illumination level was increased; however, the same effect was noted
when the illumination level was decreased. The researchers concluded that the attention
paid to the employees was more of a contributing factor to their productivity level than
the environmental conditions. The fact that paying attention to workers could improve
their behavior was called the Hawthorne effect. As a result of this research, it was evident
that employees should be treated in a humane way. These findings started the human
relations movementa change in management thinking and practice that viewed
increased worker productivity as grounded in satisfaction of employees basic needs.
[Many years later, it was discovered that the workers in the Hawthorne experimental
group had received an increase in income; therefore, money was probably a motivating
factor, although it was not recognized as such at the time. (Daft, 1997)].
Motivation theories have continued to evolve and have their roots in behavioral
psychology. They provide a way to examine and understand human behavior in a variety
of situations. Ongoing changes in the workplace require that managers give continuous
attention to those factors that influence worker behavior and align them with
organizational goals. No one theory is appropriate for all people and for all situations.
Each individual has his or her own values and differing abilities. In business settings,
managers apply motivation theories to influence employees, improve morale, and
implement incentive and compensation plans.

CHAPTER 2
INDUSTRY PROFILE
&
COMPANY PROFILE

INDUSTRY PROFILE
The insurance sector in India has come a full circle from being an open
competitive market to nationalization and back to a liberalized market again.
Tracing the developments in the Indian insurance sector reveals the 360 degree
turn witnessed over a period of al most two centuries.

A brief history of the Insurance sector

The business of life insurance in India in its existing for m started in India in
the ye ar 1818 with the establishment of the Oriental Life Insurance Compan y in
Calcutta.

Some of the important milestones in the life insurance

business in India are:
1912: The Indian Life Assurance Companies Act enacted as the first statute to
regulate the life insurance business.

1928: The Indian Insurance Companies Act enacted to enable the governme nt to
collect statistical infor mation about both life and non-life insurance businesses.

1938: Earlier legislation consolidated and a mended to b y the Insurance Act with
the objective of protecting the interests of the insuring public.

1956: 245 Indian and foreign insurers and provident societies taken over b y the
central government and nationalized. LIC for med b y an Act of Parlia ment, viz.
LIC Act,1956, with a capital contribution of Rs. 5 crore from the Government of
India.

The General insurance business in India, on the other hand, can trace its roots
to the Triton Insurance Compan y Ltd., the first general insurance compan y
established in the ye ar 1850 in Calcutta b y the British.

Insurance sector reforms

In 1993, Malhotra Co mmittee headed b y for mer Finance Secretar y and RBI
Governor R.N. Malhotra was for med to evaluate the Indian insurance industr y
and recommend its future direction.

The Malhotra committee was set up with the objective of comple menting the
refor ms initiated in the financial sector.

The refor ms were ai med at creating a more efficient and competitive financial
s yste m suitable for the require me nts of the economy keeping in mind the

10

structural changes currentl y underwa y and recognizing that insurance is an

i mportant part of the overall financial s yste m where it was necessar y to address
the need for si milar refor ms

In 1994, the committee submitted the report and some of the

key recommendations included:
i) Structure
Government stake in the insurance Companies to be brought down to 50%
Government should take over the holdings of GIC and its subsidiaries so
that these subsidiaries can act as independent corporations.
All the insurance companies should be given greater freedom to operate

ii) Competition
Private Companies with a minimum paid up capital of Rs.1bn should be
allowed to enter the industry.
No Company should deal in both Life and General Insurance through a
single entity.
Foreign companies may be allowed to enter the industry in collaboration
with the domestic companies.
Postal Life Insurance should be allowed to operate in the rural market.
Only one State Level Life Insurance Company should be allowed to
operate in each state

iii) Regulatory Body

The Insurance Act should be changed
An Insurance Regulatory body should be set up
Controller of Insurance (Currently a part from the Finance Ministry)
should be made independent

iv) Investments

Mandatory Investments of LIC Life Fund in government securities to be

reduced from 75% to 50%
GIC and its subsidiaries are not to hold more than 5% in any company
(There current holdings to be brought down to this level over a period of
time)

11

v) Customer Service
LIC should pay interest on delays in payments beyond 30 days
Insurance companies must be encouraged to set up unit linked pension
plans
Computerization of operations and updating of technology to be carried
out in the Insurance industry.
Hence, it was decided to allow competition in a li mited wa y b y stipulating the
mi ni mu m capital require me nt of Rs.100 crore. The committee felt the need to
provide greater autonomy to insurance companies in order to i mprove their
perfor mance and enable the m to act as independent companies with economic
motives. For this purpose, it had proposed setting up an independent regulator y
bod y.

The Insurance Regulatory and Development Authority (IRDA)

Refor ms in the Insurance sector were initiated with the passage of the IRDA
Bill in Parlia ment in Dece mber 1999. The IRDA since its incorporation as a
statutor y bod y in April 2000 has fastidiousl y stuck to its schedule of fra ming
regulations and registering the private sector insurance companies.

The other decision taken si multaneousl y to provide the supporting s yste ms to

the insurance sector and in particular the life insurance companies was the
launch of the IRDAs online service for issue and renewal of licenses to agents.

The approval of institutions for i mparting training to agents has also ensured
that the insurance companies would have a trained workforce of insurance
agents in place to sell their products, which are expected to be introduced b y
earl y next ye ar.

Since being set up as an independent statutor y bod y the IRDA has put in a
fra me work of globall y compatible regulations. In the private sector 12 life
insurance and 6 general insurance companies have been registered.

12

Company Profile

13

Bajaj Allianz Life Insurance Company Limited

Bajaj Allianz is a joint venture between Bajaj Finserv Limited and Allianz SE. Both enjoy a
reputation of expertise, stability and strength. This joint venture Company incorporates global
expertise with local experience. The comprehensive, innovative solutions combine the technical
expertise and experience of Allianz SE, and in-depth market knowledge and goodwill of "Bajaj"
brand in India. Competitive pricing and quick honest response have earned the Company the
customer's trust and market leadership in a very short time.
At Bajaj Allianz, customer delight is our guiding principle. Ensuring world class solutions by
offering customized products with transparent benefits supported by the best technology is our
business philosophy.
Bajaj Allianz Life Insurance has developed insurance solutions that cater to every segment and
age-income profiles. Currently Bajaj Allianz has a strong product portfolio and caters to all kinds
of customer needs from ULIPs to Child plans, from group insurance to health insurance.

Vision
To be the Best Life Insurance Company - To Buy from, Work For & Invest in.

Awards and Recognition:

"Best Insurance Company in private sector" at the IPE Banking Financial Services and
Insurance (BFSI) 2013.
Organization of the Year by SKOCH Financial Inclusion Award 2013
SKOCH Financial Inclusion Award 2012 for contribution towards financial inclusion
through life insurance
Bajaj Allianz Life Insurance has been rated amongst the 50 top service brands and
ranked as Third Best Life Insurer, as per a survey conducted on 'Most Trusted
Companies' by Brand Equity and AC Nielsen-ORG Marg 2012.
Best Contribution in Investor Education & Category Enhancement by Bloomberg UTV
Financial Leadership Awards 2011
The Best Utilization of Information Technology to Transform Business by
Bloomberg UTV CXO Awards 2011-Technology Chapter.

14

Products & Services

Term Insurance
Savings Solutions
Investment Solutions
Retirement Solutions
ULIP
Group Insurance
NRI Corner

PRODUCT PROFILE

The Bajaj allianza child gain Plan :

Taking care of a child is perhaps the most important job a parent can have. It is but natural that you would like
to give your child your best. And therefore, this is the time when careful financial planning can help you fulfill
the aspiration that you have for your children. The Bajaj Allianz child gain solutions help you to enjoy the
joys of parenthood responsibly, with the reassurance of a secure future for your child.

What does Bajaj Allianz child gain plan offer you?

Bajaj Allianz child offers a wide array of solutions that allows you to plan for your childs future by providing
you with as many as 4 distinct and unique options.

Option 1: child gain 21

Option 2: child gain 24

Option 3: child gain 21 plus

Option 4: child gain 24 plus

The Bajaj allianz new unit gain plan :

Bajaj Allianz New unit gain comes with a host of features that allows you to have the best of both worlds
protection and investment , with flexibility like never before.
Key features of this plan are :

15

Guaranteed death benefit.

Choice of investment funds with flexible investment management; you can change funds at
any time.
Providing for full/partial withdraws any times after three years, provided three full years
premiums are paid.
Unmatched flexibility to match your changing needs .
Maturity benefit equal to the fund value payable on the date of maturity.

The Bajaj Allianz new unit gain plus plan:

The Bajaj Allianz new unit gain plus plan comes with a host of features that allows you to
have the best of both worlds protection and investment with flexibility like never before.
Some of the key feature of this plan are :

Guaranteed death benefit

Choice of 5 investment funds with flexible investment management : you can change
funds at any time.

Attractive investment alternative to fixed interest securities.

Choice of investment funds with flexible investment management: you can change
funds at any time .

Attractive investment alternative to fixed interest securities

Provision for full/partial withdrawals any time after three years from commenced
of the policy provided three full years premiums are paid.

Unmatched flexibility to match your changing needs.

Maturity benefit equal to the fund value payable on date of maturity.

How does Bajaj Allianz Cash Gain?

This plan pays out a guaranteed amount on survival at the end of every 1/5th of the
Policy term selected. A total of 75% of the sum assured is paid out in the first 4 cash benefits.
On maturity, 50% of the sum assured is paid along with accrued bonuses. Hence the total
Cash/survival benefit distributed under this plan comes to more than 100% 0f the sum assured
in fact 125% of the sum assured.

1st Cash Benefit 15% of Sum Assured

2nd Cash Benefit 25% of Sum Assured
3rd Cash Benefit 25% of Sum Assured
4th Cash Benefit 25% of Sum Assured

16

On maturity 50% of sum Assured + accrued bonuses.

The benefits will further increases by way of accrued bonuses that are distributed at maturity
or on death, if earlier. In case of maturity or death after 15 full policy years, the company may
pay an additional terminal bonus for in force policies.
The Bajaj Allianz Invest Gain plan :
Bajaj Allianz Invest Gain is a specially designed plan that offers unique combinations
of benefits to help you develop a sound financial partfolio for your family. Among the many
unique benefits, the most significant is the family income benefit (FIB) that sustains the
family by compensating the loss of income due to death or permanent disability. This is
one stop shop solution that can keep ypu and you family financially protected at times
when you need it most. In a financial world where choices can drive you crazy, your search
for the perfect life insurance plan stops here.

Bajaj Allianz Life aims high

Sam Ghosh, CEO, Bajaj Life Insurance Company Limited, who took over this
January, outlines his aggressive growth strategy. Venkatachari Jagannathanreports
Bajaj Life Insurance Company Limited a 74:26 joint venture between Bajaj Auto
Limited and Allianz AG, Germany (formerly Allianz Bajaj Life Insurance Company
Limited) under a new team headed by Sam Ghosh, CEO, has taken the competition
head-on, leaving industry watchers surprised at its rapid pace of growth.
Ghosh himself is a newcomer to the company, earlier having steered the Rs480
crore-Bajaj Allianz General Insurance Company to the second position in the Indian
private sector insurance sector.
In a span of just eight months, Bajaj Allianz Life (premium income Rs220 crore)
has jumped three paces to occupy the fourth slot in the 13-strong life insurance industry.
Today the company is in the midst of pursuing its twin corporate 'dream' goals
to close this fiscal with a premium income of Rs750 crore and occupy the number three
slot displacing the incumbent Birla Sun Life Insurance Company Limited.
Given the daily collections over Rs1 crore and its month-on-month growth,
the second may come true sooner.

17

According to the Insurance Regulatory and Development Authority (IRDA) figures, the
new premium difference between Bajaj Allianz Life and Birla Sun Life at the end of
August 2004 was Rs37.5 crore. Rival Birla Sun Life has taken the threat seriously.

CHAPTER 3
LITERATURE REVIEW

18

REVIEW OF LITERATURE
Employee motivation and empowerment

Introduction:
Motivation is one of the most important factors affecting human behavior and performance.
This is the one of the reason why managers attach great importance to motivation in
organizational setting. Lipkert has called motivation has the core of management. Effective
directing leads to effectiveness, both at organizational and individuals levels. This requires
the understanding of what individuals want from the organization. However, what individuals
want from the organization has not been fully identified.

Definition:
motivation is the complex forces starting and keeping a person at work in an
organization . Motivation is something that moves the person to action, and continues
him in course of action already initiated.

motivation refers to the way in which urges, drives, desires, aspirations, strives, or needs
direct, control or explain the behavior of human beings.

Motivation can be defined in a variety of ways, depending on whom you ask. If you
ask someone on the street, you may get a response like, its what drives us or
motivation is what makes us to do the things we do . as far as a formal definition,
motivation can be defined as forces within in an individual that account for the
level, direction, and persistence of effort expended at work, according to schermer horn,
et al . This is an excellent working definition for use in business.

In order to understand the concept of motivation, we have to examine three terms :

motive, motivating and motivation and their relationship.

Study:

19

The purpose of study is to identify the type of motivation most suited for
higher productivity and methods usually adopted for measuring employees
motivation.
To study the factors affecting the individual performance.

Motive: based on the latin word mover, motive (need) has been defining s follow;

a motive is an inner state that energies, actives, or moves (hence motivation), and
That directs behavior towards goals.

There is a difference between needs and wants. It is necessary to know the difference
Between those two terms for every employee. Needs are more comprehensive and include
Desires both physiological needs like social needs, recognition needs, etc, which do not fall under
wants.

Motivating:
Motivation is the term which implies that one person in the organization context, a manager,
induces anther, say employee to engage in action (work behavior) by ensuring that a channel to
satisfy the motive become available and accessible to the individual in addition
To channel zing the strong motive in a direction that is satisfying t both the organization and the
employers the manger can also active the latest motivation in individuals and harness them in a
manner that would be function for the organization.
Motivation:
While a motive is engizer of action motivation is the canalization and activation of
Motives motivation is the work behavior itself. Motivation depends on motives and motivating
therefore, it becomes a complex process.

Fig 1: relationship between motive, motivating and motivation

Needs in

Activating needs and

Providing need
satisfaction
20

Engagement in
work

Motive

Nature of motivating:

Motivating

Motivation

Based on the definition of motivation, we can derive its nature relevant for human behavior in
organization.

Following characteristics of motivation clarify its nature:

1. Based on motives:
Motivation is based on individuals motives which are internal to the individuals.
These motives are in the form of feelings that the individual lacks something. In order to
overcome this feeling of laciness, the employee tries to behave in a manner which helps in
overcoming this feeling.

2. Affected by motivating:
Motivation is affected by way the individual is motivated. The act of motivating
channelizes need satisfaction. Besides, it can also activate the latent needs in the
individual, that is, the needs that are less strong and somewhat dormant, and harness
them in a manner that would be functional for the organization.

3.

Goal-directed behavior:
Motivation leads to goal directed behavior. A goal-directed behavior is one which
satisfies the causes for which behavior take place. Motivation has profound influence on
human behavior; in the organizational requirements.

4.

Related to satisfaction:
Motivation is related to satisfaction. Satisfaction refers to the contentment
experiences of an individual which he drives out of need fulfillment. Thus, satisfaction is a
consequence of rewards and punishments associated with the past experiences. It provides
means to analyze outcomes already experienced by individual.

5.

Persons motivated in totality:

A person is motivated in totality and not in part. Each individual in the organization is
a self-contained unit and his needs are interrelated. These affect his behavior in different
ways. Moreover, feelings of needs and their satisfaction is a continuous process. As such,
these create continuity in behavior.

6.

Complex process:
Motivation is a complex process; complexity emerges because of the nature of needs and the
type of behavior that is attempted to satisfy those needs.

21

These generate complexity in motivation process in the following ways.

(1)

needs are internal feelings of individuals and sometimes even they,

They may not be quite aware about their needs and the priority of these. Thus,
Understanding of human needs and providing means for their satisfaction
Becomes difficult.

(2) even if needs are identified, the problem is not over here as a particular need
may result into different behaviors from different behaviors from different result into different
behaviors from different need ma individuals because of their differences. For example, the
need for promotion may be uniform for different individuals may no engage in similar type of
behavior; they may adopt different routes to satisfy their promotion needs.
3) a particular behavior may emerge not only because of the specific need but it
may be because of a variety of needs. For example, hard work in the organization may be due
to the need for earning more money to satisfy psychological needs, or may to enjoy the
performance of work itself and money becomes secondary, or to get recognition as a hardworking person.

4)
Goal directed behavior may lead to goal attainment. There may be many cons
buses in situation which may restring the goal attainment of goal directed behavior. This may
lead to frustration in an individual creating lot of problems.

Type of needs

There are many types of needs which an individual may have and there are various
ways in which these may be classified. The basic objective behind classification of needs into
categories is to find out similarly and dissimilarly in various needs so that incentives are
grouped to satisfy the needs falling under one category or the other. Needs may be natural,
biological phenomenon in an individual, or these may over the period of time through
learning.

Thus, needs may be grouped into three categories:

1) primary needs
2) secondary needs
3) general needs

22

Primary needs:
Primary needs are also known as physiological, biological, basic, or unlearned needs. Primary
needs are animal drives which are essential for survival. These needs are common to all human
beings, though their intensity may differ.

Secondary needs:
These needs are learned by the individual through his experience and interaction. Therefore these
are called derived or learned needs. Emergence of these depends on learning. These may be
different types of secondary needs for power, achievement, status affiliation, etc.

General types:
Though a separate classification of general needs is not always given, such a category seems
necessary because there are of needs which lie in the grey area between the primary and
secondary needs. Such needs are like need for competence, curiosity, manipulation, affection, etc

Motivation and behavior

Motivation causes goal- directed behavior. Felling of a need by an individual generates a feeling
that he lacks something. This lack of something creates tension in the in of the individual. Since
the tension is not an ideal state of mind, the individual tries to overcome this by engaging himself
in an behavior through which he satisfies his needs. Goal directed behavior leads to goal
fulfillment and the individual succeeds in fulfilling his needs and there by overcoming his tension
in the favorable environment. Satisfaction is one need leads to feeling of another need, either
same need after the lapse of certain time or different need and goal directed behavior goes on.
Thus, goal directed behavior is a continuous process.

3.

Aggression:

A more common reaction to frustration is aggression, an act against someone or something. An

employee being denied a promotion may become aggressive and verbally berate his supervisor.

Motivation and performance

Motivation is necessary for work performance because if people do not feel inclined to engage
themselves in work behavior, they will not put in necessary efforts to perform well. However,
performance of an individual in the organization depends on a variety of factors besides
motivation. Therefore, it is desirable to identify various factors which affect individual
performance and the role that motivation plays.

23

Factors affecting individual performance:

Observations show that (1) various individual perform differently in the same work situations, and
(2) the same individual performs differently in different work situations. These statements suggest
that various factors which affect an individuals performance are broadly of two types ------individual and with in each type there may be several factors.
We can derive form figure that individual performance depends on the following factors:

1.
2.
3.
4.
5.

Motivation of individual,
His since of competence,
His ability,
His role perception, and
Organizational resources

Motivatio
n
Role

Abilit
y

Performan
ce
Sense of
Competence

Reward

Organizationa
l
Resources

Fig 4: factors affecting individual performance

If any of the elements is taken away, performance will be affected adversely. The double- headed
arrow between motivation and sense of competence that the two variables mutually influence
each other. Reward, as a result of individuals performance affects his level of motivation. If the
reward is perceived to be of valence and equitable, it energizes the individual for still better
performance and this process goes on.

24

1. Motivation:
Level of motivation drives an individual for work. Motivation is based on motive which is a
feeling that an individual lacks some things. This feeling creates some sort of tension in his mind.
In order to overcome this tension, he engages in goal directed behavior that is taking those
actions trough which his needs are satisfied. Thus, motivation becomes a prime mover for efforts
and better work performance.

2. Sense of competence:
To sense of competence denotes the extent to which an individual consistently regards
himself as capable of doing a job. Sense of competence of an individual depends to a very
great extent on his locus of control. Locus of control means whether people believe that they
are in control of events or events control them. Those who have internal locus of control
believe that they can control and shape the course of events in their lives; those who have
external locus of control tend to believe occur purely by chance or because of factors beyond
their own control. An individual with internal locus of control tends be high performer than
those with external locus of control. However, this sense of competence is not an independent
factor but depends on the ability of the individual.

3. Ability
While sense of competence is type of perception about oneself, ability is his personal attributes
relevant for doing a job. Often, ability is expressed in the following way or equation.

Knowledge refers to the position of information and ideas in a particular field which may be
helpful in developing relationships among different variables related to that field. Skill refers to
expertness, practical ability or facility in an action or doing something. Thus, if the individual has
ability relevant to his job, his performance tends to be higher than those who do not posses such
ability.

Ability=knowledge* skill
4. Role perception
A role is the pattern of actions expected of a person in activities involving others. Role
reflects a persons position in the social system with its accompanying rights and obligations.
In an organization, activities of an individual are guided by his role perception that is, how he
thinks he is supposed to act in his own role is clear, the individual tends to perform well.
There are two types of problems which emerge in role specification, role ambiguity and role
conflict role ambiguity denotes the state in which the individual is not clear what is expected
from him in the job situation. Role conflict is the situation in which the individual engages in

25

two or more roles simultaneously and these roles are mutually incompatible. In both these
situations, his performance is likely to be affected adversely.
5. Organizational resources:
Organizational resources denote various types of facilities ---physical and psychological ---which
are available at the work place. Physical facilities include appropriate layout of the work place
and conductive physical environment. Psychological facilities include appropriate reward system,
training development facilities, harmonious workshop appropriate and motivating leadership
styles, motivating work, and do on. These organizational resources work in two ways in
increasing individual performance. First, they facilitate job performance. Second they work as
motivating factors which enhance individual enthusiasm to perform well.

Role of motivation
Motivation is one among the various factors affecting individual performance. However, it is one
of the most important factors. All organizational facilities will go waste in the lack of motivated
people to utilize these facilities effectively. Every superior in the organization must motivate his
subordinates for the right types of behavior. Diagnosing human behavior and analyzing as to why
people behave in a particular way is of prime importance in motivating them irrespective of the
organization because individual is the basic component of any organization.
The importance of motivation in an organization may be summed up as follows:

1. High performance level:

Motivated employees put together performance as compared to other employees. In a study it was
found that motivated employees worked at close 80-90 percent of their ability. The further
suggested that hourly employees could maintain their jobs, if they were not fired, by working
approximately 20to30 percent of their ability. The high performance is a must for an organization
being successful and this performance comes by motivation.

2. Low employee turnover and absenteeism

Motivated employees stay in the organization and their absenteeism is quite low. High turnover
and absenteeism create many problems in the organization. Recruiting, training and developing
large number of new personnel into a working team take years. In a competitive economy, this is
almost an impossible task. Moreover, this also effects the reputation of the organization
unfavorably

3. Acceptance of organizational changes:

Organizations are created in the society. Because of changes in the society--- changes in
technology, value system etc, and organization has to incorporate those things to cope up with the
requirement of the time. When these changes are introduced in the organization, there is a
tendency to a resist these changes by the employees. However if they are properly motivated, they
accept, introduce and implement these changes keeping the organization on the right track of
progress.

26

Empowerment
Empowerment is the process of enabling or authorizing an individual to think, behaves, take
action, and control work and decision making in autonomous ways. It is the state of feeling selfempowered to take control of ones own destiny. Empowerment rules as a development strategy.

Along with motivation job design, empowerment is also used as a technique for motivation. Most
of work organizations have a number of employees who believe that they are dependent on others
and their own efforts have little impact on the performance. Sense of this powerless creates
frustration in employees and they start developing feeling that they cannot perform successfully
or make meaningful contributions. In order to overcome this feeling of employees and involving
them in their jobs, the idea of empowerment has been introduced. The basic those of
empowerment have emerged from the proponents of total quality management (tqm) which has
gained acceptance throughout the world.
In Websters dictionary, the verb empowers means to give the means, ability of authority. Thus,
empowerment in work setting involves giving employees the means, ability and authority to do
something.
Newsroom and Davis have defined empowerment as follows
Empowerment is any process that provides greater autonomy through the sharing of relevant
information and the provision of control over factors affecting job performance.
Empowerment helps remove the conditions that cause powerlessness while enhancing employee
feeling of self-efficacy.

27

There are five approaches which have been suggested for empowerment:

1. Helping employees achieve job mastery giving training, coaching, and guided
experience that are required for initial success.
2. Allowing more control giving employees descr travel section over job performance and
making them accountable for the performance outcomes.
3. Providing successful role models allowing them to observe peers who are performing
successfully on the job.
4. Using social reinforcement and persuasion giving praise, encouragement, and verbal
feedback to raise confidence.
5. Giving emotional support reduction of stress and anxiety through better role present
travel section, task assistance, and personal care.
When managers use these approaches, employees develop a feeling that their jobs are important
and they contribute meaningfully for the achievement of organizational effectiveness.
This feeling contributes positively to the use of skills and talents in job performance as shown in
figure:
Empowerment

Perception of

Better

Job mastery

Empowerment

Performance

More selfcontrol

Self-confidence

Fig 5: empowerment and its effect

28

Making empowerment effective

Top 10 principles of employee empowerment:

These are the most important principles for people in a way that reinforces employee
empowerment, accomplishment, and contribution. These management actions enable both the
people who work with you and the people who report to you to soar.
1. Demonstrate, you value people

Your regard for people shines through in all of your actions and words. Your facial
expression, your body language, and your words express what you are thinking about the people
who report to you. Your goal is to demonstrate your appreciation for each persons unique value.
No matter how an employee is performing on their current task, your value for the employee as a
human being should never falter and always be visible.
2. Share leadership vision

Help people feet that they are part of something bigger than themselves and their individual job.
Do this by making sure they know and have access to the organizations overall mission, vision,
and strategic plans.

3. Share goals and direction

Share the most important goals and direction for your group. Where possible, either make
progress on goals measurable and observable, or ascertain that you have shared your pictures of a
positive outcome with the people responsible for accomplishing the results.

4. Trust people
Trust the intention of people to do the right thing, make the right decision, and make choices that,
while may be not exactly what you would decide, still work.
5. Provide information for decision making
Make certain that you have give people, or made sure that they have access to, all of the
information they need to make thoughtful decisions.
6. Delegate authority and impact opportunities, not just more work
Doesnt just delegate the drudge work; delegate some of the fun stuff, too. You know, delegate the
important meetings, the committee memberships that influence product development and decision
making, and the projects that people and customers notice. The employee will grow and develop

29

new skills. Your plate will be less full so you can concentrate on contribution. Your reporting staff
will gratefully shine-and so will you.

7. Provide frequent feedback

Provide frequent feedback so that people know how they are doing. Sometimes, the purpose of
feedback is reward and recognition. People deserve your constructive feedback, too, so they can
continue to develop their knowledge and skills.

8. Solve problems: dont pinpoint problem people

When a problem occurs, ask what is wrong with the work system that caused the people to fail,
not what is wrong with the people. Worst case response to problems? Seek to identify and punish
the guilty.

9. Listen to learn and ask questions to provide guidance

Provide a space in which people will communicate by listening to them and asking them
questions. Guide by asking questions, not by telling grown up people what to do. People what to
do. People generally know the right answers if they have the opportunity to produce them. When
an employee brings you a problem to solve, ask, what do you think you should do you should do
to solve this problem?
Or, ask, what action steps do you recommend? Employees can demonstrate what they know and
grow in the process.

10. Help employees feel rewarded and recognized for empowered behavior
When employees feel under-compensated, under-titled for the responsibilities they take on, undernoticed, under-praised, and under appreciated, dont expect results from employee
empowerment. The basic needs of employees must feel met for employees empowerment. The
basic needs of employees must feel met for employees to give you their disc travel stationary
energy, that extra effort that people voluntarily invest in work.

30

CHAPTER 4
RESEARCH METHODOLOGY

31

NEED FOR THE STUDY

The purpose of the study is to identify the level of motivation among the working group
in Bajaj Allianz Life insurance.

To know the working environment, supervisors relationship, family relationship and

individual perception about the company in relation to motivation.

The study can reveal the psychological and economic factors associated with motivation
and also can bring forth the interrelated factors for motivation.

The study would be helpful in giving suggestions to apply the motivation methods.

32

SCOPE OF THE STUDY

The human resources management has to identify employees motivation to match with
the organizations productivity. The motivation of each employee will lead to the better
performance and in turn satisfies both the employees and also organization. As employee
motivation is important for the organization to achieve the desired goals on time,
therefore the employees must be motivated by using various techniques.

33

OBJECTIVES OF THE STUDY

To identify how employee motivation is related to performance.

To measure the consequences of pre and post employee motivation.
To study the role of employee empowerment after motivation.
To calculate the level of motivation.
To study the impact of authorized motivation on productivity.
To measure employee satisfaction towards working environment.

34

RESEARCH DESIGN

1. Sampling design
Size of sample : sample size is 32 to 100
Methods of sampling : simple random sampling

1. Data collection methods :

In general there are two types of data collection

I. Primary data collection :

questionnaire

II. Secondary data collection :

a. Articles in magazines
b. Journals
c. Internet
d. News papers

Hypothesis:

with regard to the above stated objectives following

hypothesis

were

formulated.

Null hypothesis:
Employees in various cadres do not hold different views with regard to the
Motivational factor.

Alternative hypothesis:
Employees in general are not satisfied with the existing motivational practices.

LIMITATIONS OF THE STUDY

The study is conducted on a limited number of employees and no on the

entire workforce.
The information provided by the respondents in the survey may be biased or may
not view as seriously to provide with accurate information.
This study is limited to a certain time period and at the point of time.
Response from inexperienced workforce or relatively new workforce in the
survey may tamper some validity of information.

35

CHAPTER -5
DATA ANALYSIS
&
INTERPRETATION

36

1. Following are the list of motivational factors.

Response/category

Sr. Section

Sr.

Sr. Isa

Officer

Supervisor

Assistant

Total

Accounts

Percentage
Of total

Officer
Money

12

Job security

11

34

Promotion

Career

Welfare measures

Recognition &

18

Both
career
development
&
recognition &rewards

Both job security &

carrier development

All the above

Development

Reward

37

Interpretation:

Data furnished in the above table reveals that 12% of the respondents feel that money as their
motivational factor; the majority 34% opines that security as their factor for motivation; and
surprisingly none voted for welfare measures; the second largest 18% of the people opted for
recognition and rewards as their motivational factor; 6% of the respondents opine that both career
development and recognition and rewards are the driving motivational factors at work; 6% of the
respondents feel that job security and career development as the motivational factor; lastly 9% of
the respondents voted for all the above factors which drives them to work as they factor of
motivation.

38

2. Perception of staff regarding primary aim of the organization

Response/category

Sr.

Sr.

Section

Supervisor

Sr.
Isa

Officer

Assistant

Total

Accounts

Percentage
To total

Officer

Transportation

11

15

47

Public service

12

Utilization of it

15

Profit making

12

Checking accounts

12

39

Interpretation:

From the above table and graph it is obvious that majority 47% of the respondents opine that
transportation is the primary aim of their organization; 12% of the respondents feel that public service
is the primary aim of their organization; 15% of the respondents feel it as utilization of it; 12% of the
respondents agree that profit making as their primary aim of the organization whereas the remaining
12% feel it to be checking the accounts as the primary aim of their organization.

40

3. Employees at work place.

Response/category

Sr.section
officer

Sr.

Sr.isa

Supervisor

Assistant

Total

Percentage
to total

Accounts
Officer

Happy

Proud

10

31

Good

12

Average

Satisfied

15

Very satisfied

Mixed feelings

21

41

Interpretation:
From the above table it is obvious that6% of the respondents feel happy about the organization; the
majority 31% feel proud of working in the organization; the second highest 12% of the people feel
good about the organization; 9% of the respondents feel average about the organization;15%are
satisfied of the organization which they are working for;6 % are very satisfied and the remaining 21%
of the respondents have mixed feelings about their organization.

42

4. Involvement of the employees in the organization.

Response/category

Sr.section
officer

Sr.
Su1pervisor

Sr.isa

Assistant
accounts
officer

Total

Percentage
to total

Good

29

Very involved

10

31

Moderate

10

31

Not at all involved

Interpretation:

From the above data furnished it is clear that 29% of the respondents feel that the employees are
good involve in the organization; the majority 31% respondents feel that the employees are very
much involved in the organization;31% of respondents opine that the employees are moderately
involved in the organization; and the least 9% feel that they are not at all involved in the
organization.

43

4. Effectiveness of employee participation in decision making.

Response/category

Sr.section
officer

Sr.

Sr.isa

Supervisor

Assistant

Total

Persentage
to total

Account
Officer

Yes

14

44

No

18

56

Interpretation:

From the data, it can be understood that majority of the respondents share different opinion
towards their participation for effective decision making in the meetings, discussions arranged by
the organization according to their requirement. From the table it can be analyzed that majority of
the respondents i.e, 56% of the employees say no for their participation for effective decision
making. And the remaining 44% of the respondents said yes because they felt that they can
participate for the effective decision making.

44

6. Employee choice at work place

Response/
category

Sr. Section
officer

Sr.
Supervisor

Sr. Isa

Assistant
accounts
officer

Total

Percentag
e to total

Yes

16

50

No

16

50

Interpretation:

45

When asked about freedom in choosing their work to employees, most of the responds agreed
that they have enough freedom in choosing their work. The responds have equal opinion that is
50% of the total respondents said yes and the remaining 50% of them said no i.e , they have
freedom in choosing their work according to their opinion. 7. Role of hr in the organization.
Response
category

Sr.
Section
officer

Sr.
Supervisor

Sr. Isa

Assistant
accounts
officer

Total

Percentag
e to total

100%

75%

17

50%

14

43

25%

10

31

Interpretation:

From the above data it is clear that the majority 43% of the respondents opine that the employees
role in the organization is only 50%; the least 9% of the respondents feel that there is role in the
employees up to 100% the se second highest of the collected opinions is 31% that is the role of
employees in the organization according to their opinion only 25%; 17% of the respondents agree
that the there is role of employees in the organization up to 75%.

46

8. List of approaches to motivate

Response/category

Sr.

Sr.

Sr.isa

Section

Supervisor

Assistant

Total

Accounts

Officer

Percentage
To total

Officer

Awards

28

Rewards

28

Promotional channels

18

26

Through ldc
No comments

Interpretation:

47

Data furnished in the above table reveals that 18% of the respondents feel that promotional
channels is one of the approach that the organization use to motivate the employees; the majority
28% of the respondents opines that awards is other approach to motivate the employee in the
organization; 28% of the people agree that rewards as the approach which the organization use in
order to motivate the employees; lastly 26% of the respondents are not willing to express their
opinion to wards the various approaches used by the organization to motivate the employees.

9. Motivational challenges of employee.

Response/category

Sr.

Sr.

Sr. Isa

Section

Supervisor

Total

Percentage

Accounts
officer

Officer
Personal issues

Assistant

18

Educational
ground

back

13

Competition
trade unions

among

17

Reluctance
against
administration

26

Bias in management
decisions

26

48

Interpretation:

Data furnished in the above table clearly shows that the 18% of the respondents opines that
personal issues are the challenges to motivate the employees. The least 13% of the respondents
agree that educational background is the one of the challenge used by the organization to motivate
the employee. 17% of the respondents said that competition among trade unions is the challenge
to motivate the employees. The majority of the respondents 26% opined that reluctance against
administration is the important challenge for the organization to motivate the employee. The
majority of the respondents 26% said bias in management decisions is the biggest challenge
towards the management to motivate the employees.

49

10. Obstacles in employee performance

Response/categor
y

Sr.sectio
n officer

Sr.superviso
r

Sr.isa

Assistan
t
account
s officer

Total

Percentag
e to total

Stagnation,
lethargy, growth
prospects

22

Lack of motivation
and recognition

28

Decision taken by 2
top authorities

28

Miscellaneous

13

No comments

50

Interpretation:

From the above data it is clear that the majority 22% of the respondents opine that gnation, lethargy,
growth prospects are the obstacles that stop employees performing to the majority 28% of the respondents
feel that lack of recognition as the factor of obstacle stop employees performing the most; 28% of the
respondents vote for the decision taken the top authorities is the key factor that plays in stopping them
from performing to the best; of them agree that the miscellaneous factors play a major role in obstacles
that stop them performing to the best; and not willing to give their opinion

51

11. Employee awareness of motivation and empowerment.

Response/category

Sr. Section
officer

Sr.

Sr. Isa

Supervisor

Assistant

Total

Accounts

Percentage
To total

Officer
Yes

12

37

Very little

12

37

No knowledge

26

Interpretation:
Data furnished in the above table clearly shows that the majority 37% of the respondents agree
that they know about the employee motivation and posses sufficient knowledge on the subject;
37% of the respondents feel that they are having a very little knowledge on the employee
motivation; and the remaining 26% of the respondents feel that they dont have any knowledge of
what exactly employee motivation is all about.

52

12. Employee empowerment.

Response/categor
y

Sr.section
officer

Sr.supercisor

Sr.isa

Assistan
t
account
s officer

Total

Percentag
e to total

Yes

10

31

No

18

Sometimes

Depends

No comments

11

36

Interpretation:
From the data furnished in the above table it is clear that the majority 31% of the respondents feel that
they are empowered while contradicting to it 18% feel that they are not at all empowered; 9% of the
employees feel that they are something empowered; 6% opine that the feeling of empowerment depends
on the situation while the least 36% respondents are not willing to make any comments on this.

53

13. Empowerment of employees in their performance.

Response/categor
y

Sr.section
officer

Sr.suprevisor

Sr.isa

Assistant
accounts
officer

Total

Percentag
e to total

Recognition
rewards

& 3

22

Delegation
authority

of

12

No empowerment

22

Very little scope

22

Accountability
without
suitability

No link between
pay
&
performance

Work schedule

Miscellaneous

54

Interpretation:
It is obvious from the above table that 22% of the respondents opine that recognition & rewards
are the empowering factors for their performance; 12% of the respondents agree that delegation of
authority is the empowering factor for their performance; surprisingly 22% feel that there is no
empowering factor at all in the organization; 22% respondents agree that there is s very little
scope for empowerment; 4% opt for accountability without suitability as the empowerment factor;
6% say that there is no link between pay and performance; 6% of the respondents feel that work
schedule as the factor of empowerment for their performance; 6% of the respondents opine
miscellaneous as the empowerment factor for their performance.

55

14. Employee recognition from superior.

Response/categor
y

Sr.section
officer

Sr.supervisor

Sr.isa

Assistan
t
account
s officer

Total

Percentag
e to total

Yes

11

36

No

26

Rarely

Satisfied

Through

13

Depends

No comments

Monetary terms

56

Interpretation:

From the above table it is clear that the majority 36% of the respondents vote that they have got
the recognition from their supervisors whereas contradicting 26% say as no that they are not
recognized from their supervisors; 4% of the respondents agree that they are rarely recognized for
their work by the supervisors; 9% feel that they are satisfied with the kind of recognition that they
are getting from their supervisors; 13% of the respondents agree that the fact that the recognition
getting is in monitory terms; 6% of the respondents opine that the recognition is depended on the
work and the situation; and lastly 6% are not willing to make any comments on this.

15. Job satisfaction of employee.

57

Response/category

Sr.section
officer

Sr.supervisor

Sr.isa

Assistan
t
account
s officer

Total

Percentag
e to total

Very satisfied

28

Satisfied

12

16

50

Dissatisfied

22

Very dissatisfied

Interpretation:
Data furnished in the above table clearly gives the information that the 28% of the respondents
feel that they are very much satisfied with their job; the majority 50% of the respondents opine
that they are satisfied with their job; 22% of the respondents vote for dissatisfaction of the job
while 0% of the respondents are very dissatisfied with their overall job satisfaction.

58

16. Employees need to be remind that their jobs are dependent on the companys ability
to compete effectively

OPINION

NUMBER OF RESPONDENTS

PERCENTAGES
(%)

76

76

Agree

10

10

Disagree

Strongly disagree

Total

100

100

Strongly agree

76
80
70
60
50
PERCENTAGES
40
Strongly agree
Agree
30
20
10
0

Disagree

10

Strongly disagre e

RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given their opinion about the
employees need to be remind that their jobs are dependent on the companys to complete
effectively, (76%) as strongly agree, (10%) as agree, (8%) as Disagree, (6%) as strongly disagree.

59

17. Supervisors should give a good deal of attention of the physical working conditions
of their employees

OPINION

NUMBER OF RESPONDENTS

PERCENTAGES
(%)

40

40

Agree

24

24

Disagree

20

20

Strongly disagree

16

16

Total

100

100

Strongly agree

40
40
35
30
25
PERCENTAGES
20
Strongly agree
Agree
15
10
5
0

24
Disagree

20

16
Strongly disagree

RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given their opinion about the
supervisors should give a good deal of attention of the physical working conditions of their
employees, (40%) as strongly agree, (24%) as agree, (20%) as Disagree, (16%) as strongly
disagree.

60

18. Special wage hike should be given to employees who perform their jobs very well

OPINION

NUMBER OF RESPONDENTS

PERCENTAGES
(%)

90

90

Agree

Disagree

Strongly disagree

Total

100

100

Strongly agree

90
90
80
70
60
PERCENTAGES 50
Strongly agree 40 Agree
30
20
10
0

Disagree

Strongly disagre e

0
RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given their opinion about the
special wage hike, should be given to employees who do their jobs very well, (90%) as strongly
agree, (6%) as agree, (4%) as Disagree, (0%) as strongly disagree.

61

19. Better job description would be helpful so that company will no exactly what is
employees expected of them

NUMBER OF RESPONDENTS

OPINION

PERCENTAGES
(%)

69

69

No

31

31

Total

100

100

Yes

31%
Yes

No

69%

Inference:
From the about analysis we can say that out to of 100 Respondents given their opinion about the
better job description would be useful,(69%)as Yes, (31%) as no.

62

20. How is an individual recognition for attaining standard performance in your

organization

NUMBER OF RESPONDENTS

OPINION

PERCENTAGES
(%)

50

50

Agree

33

33

Disagree

Strongly disagree

13

13

Total

100

100

Strongly agree

50
50
40

33

PERCENTAGES 30
Strongly agree

20 Agree

Disagree

Strongly
13 disagree

10

0
RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given their opinion about an
individual recognition is necessary for attaining standard performance in their organization, (50%)
as Excellent, (33%) as good, (4%) as Poor, (13%) as to some extent.

63

21. Indifferent supervision can often bruise feelings

NUMBER OF RESPONDENTS

OPINION

PERCENTAGES
(%)

44

44

Agree

50

50

Disagree

Strongly disagree

Total

100

100

Strongly agree

50
44

50
40
PERCENTAGES 30
Strongly agree

20

Agree

Disagree

10
0

Strongly disagree

1
0
RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given their opinion about the
indifferent supervision can often bruise feelings, (44%) as strongly agree, (50%) as agree, (6%) as
Disagree, (0%) as strongly disagree.

64

22. The company retirement benefits and stock programs are important factors on
their jobs

NUMBER OF RESPONDENTS

OPINION

PERCENTAGES
(%)

60

60

Agree

19

19

Disagree

10

10

Strongly disagree

11

11

Total

100

100

Strongly agree

60
60
50
40
PERCENTAGES
Strongly agree

30

Agree

19
Disagree

20

Strongly disagree

10

11

10

0
RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given their opinion about the
company retirement benefits & stock programs are important factors in keeping employees on
their jobs, (60%) as strongly agree, (19%) as agree, (10%) as Disagree, (11%) as strongly
disagree.

65

23. Almost every job can be made most stimulating and challenging
NUMBER OF RESPONDENTS

OPINION

PERCENTAGES
(%)

50

50

Agree

40

40

Disagree

Strongly disagree

Total

100

100

Strongly agree

50
50

40

40
PERCENTAGES
Strongly agree

30
20

Agree

Disagree

Strongly disagree

10

0
RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given their opinion about the
every job can be made more stimulating challenging, (50%) as strongly agree, (40%) as agree,
(4%) as Disagree, (6%) as strongly disagree.

66

24. Many employees want to give their best in very thing they do
NUMBER OF RESPONDENTS

OPINION

PERCENTAGES
(%)

99

99

No

Total

100

100

Yes

1%

Yes

No

99%

Inference:
From the about analysis we can say that out to of 100 Respondents given their opinion about the
many employees want to give their a best every thing they do, (99%) as yes (1%) as no.

67

25. Management could show more than interest in the employees by sponsoring
Social events after hours

OPINION

NUMBER OF RESPONDENTS

PERCENTAGES
(%)

30

30

Agree

40

40

Disagree

22

22

Strongly disagree

Total

100

100

Strongly agree

40
40
35
30
25
PERCENTAGES
20
Strongly agree
Agree
15
10
5
0

30
22
Disagree

Strongly disagree

RESPONDENTS

Inference:
From the about analysis we can say that out to of 100 Respondents given their opinion about the
management need show more interested to the employees by sponsoring social events after hours,
(30%) as strongly agree, (40%) as agree, (22%) as Disagree, (8%) as strongly disagree.

68

CHAPTER - 6
FINDINGS, SUGGESTIONS & CONCLUSION

69

FINDINGS
It was found that:
1.

Job security is the highest motivation factor than any other.

2. The perception of the employee is high towards the aim of the organization i.e.
Transportation
3. The majority of the employees feel proud at work place.
4. There is high involvement of the employee in the organization.
5. There is low participation of employees in decision making.
6. There is equal participation in work.
7. The role of hr in the organization is only 50%
8.

Awards and rewards are the high rated approaches that which motivates employees.

9. Reluctance against administration and bias in management decisions are the

Motivational challenges of employees.

10. Lack of motivation and recognition, decision taken by top authorities are the obstacles
that stoop employees performing to the best.

11. Employees awareness of motivation and empowerment is very low.

12. There lie the similarities between the responses opined by the employees on recognition &
rewards, no empowerment, very little scope. It shows that there is a lack of
information towards the empowerment.

13. Majority of the employees discloses that there is staff recognition.

14. Majority of the employees opine that they are satisfied.

70

SUGGESTIONS

1.

Employees should be identified by their better performance and should give some
type of incentives, promotions etc. So that employee will be boosted up and will work
better.

2.

Promotions should be given to the basis of performance only.

3.

Motivation should give in fair manner without showing any favourism to employee.

4.

The Management creates a challenging work (or) new assignment (or) opportunity to
develop the innovative idea of employee.

5.

The motivation review discussion should be practiced well to encourage the open
communication between both the appraiser and appraise.

6.

The management should study motivation theories for better motivation.

7.

The motivation should be unbiased and avoid being stereo-type while encouraging
the employees.

71

CONCLUSIONS
Enthusiasm:
The employees in the organization are lacking enthusiasm. The employees are working
with out interest. The chef is the expert whereas cook is his follower. The cook will not
have expertise likewise in this organization are like cooks. There is no proficiency, no
expertise. The main problem with these employees is that they lack the item that is
enthusiasm.
The lack of enthusiasm is due to the following factors:

i.
ii.
iii.
iv.

Low interest
Less motivation
Obstacles in performance
Low empowerment

From the above conclusions, it would like to recommend a few suggestions to the
organization:

Gearing hr activities:
A satisfactory hr environment is essential in every organization for its successful
functioning. The management must gear u-p the hr activities to create a favorable hr
climate in the organization.

Welfare facilities:
The existing welfare facilities may be improved. Facilities such aproductivity linked
annual bonus, employees stock option schemes participative management may be
improved.
Motivation measures:

It is suggested that the organization introduce measures such as `suggestions scheme and
quality circles. Also ,the management may conduct competitions to the employees on
some important occasions, such as independence day, republic day, deewali, pongal, and
during the celebrations of organization functions, such as `safety week/month, `quality
week/month. These measures will benefit both the employees and the organization.

Imparting new knowledge:

Due to recent changes in the trend, the employees must be made aware of the latest
concepts, developments and improvements. For this purpose, the organization must

72

arrange the training programs, guest lectures, seminars etc., to impart new knowledge to
the employees. Also the management may sub bw travels be to technical and commercial
journal and magazines and they may be placed in the library. Such activities will make the
employees aware of new developments, and it will increase their efficiency, behavior,
morale etc,

Highest motivational factor:

Highest motivational factor which gives to the employee apart from job security is
interest towards work or zeal towards work which is lacking in them. The interest towards
work is to be developed by providing opportunity to learn new things, providing a unique
learning culture and environment. The employees must be motivated to improve
productivity.

Employee recognition:
Employee recognition by his performance can be identified the talent and the
competency. It is commended that talent nurturing is to be adopted and infrastructure also
pays a vital role in motivating the employee.

73

CHAPTER 7
BIBLIOGRAPHY
&
QUESTIONNAIRE

74

BIBLIOGRAPHY
Books

1. L. M. Prasad principles and practice of management. New delhi: sultan

chand & sons educational publishers, 2006.

Websites
2. Journal of extension understanding employee motivation, www.joe.org.
3. Business balls, employee motivation, www.businessballs.com.
4. All business a d & b company, building morale, motivating and empowering
employees.
By
weiss,
w.h
date:
monday,
january
1
2001,www.allbusiness.com/human-resources/workforce-management.

Magazines

5. A hrd nesletter, a monthly publication of the national hrd network,

www.nationalhrd.org, march 2008.

75

Questionnaire
1. Following are the list of motivational factors.
Money
Job security
Promotion
Career development
Welfare measures
Recognition & reward
Both career development & recognition & rewards
Both security & carrier development
Both job security & carrier development
All the above

2. Perception of staff regarding primary aim of the organization

Transportation
Public service
Utilization of it
Profit making
Checking accounts

3. Employees at work place.

Happy
Proud
Good
Average
Satisfied
Very satisfied
Mixed feelings

76

4. Involvement of the employees in the organization.

Good
Very
involved
Moderate
Not at all
involved

5. Effectiveness of employee participation in decision making.

Yes
No

6. Employee choice at work place

Yes

No

7. Role of hr in the organization.

100%
75%
50%
25%

77

8. List of approaches to motivate

Awards
Rewards
Promotional channels
Through ldc
No comments

9. Motivational challenges of employee.

Personal issues

Educational back ground

Competition among trade unions

Reluctance against administration

Bias in management decisions

10. Obstacles in employee performance

Stagnation, lethargy, growth prospects
Lack of motivation and recognition
Decision taken by top authorities
Miscellaneous

78

No comments

10. Employee awareness of motivation and empowerment.

Yes

Very little

No knowledge

11. Employee empowerment.

Yes
No
Sometimes
Depends
No comments

12. Empowerment of employees in their performance.

Recognition & rewards
Delegation of authority
No empowerment
Very little scope
Accountability without suitability
No link between pay & performance
Work schedule
Miscellaneous

79

13. Employee recognition from superior.

Yes
No
Rarely
Satisfied
Through
Monetary terms
Depends
No comments

15. Job satisfaction of employee.

a) Very satisfied

b)Satisfied

Dissatisfied

Very dissatisfied

16.Employees need to be remind that there jobs are dependent on the companys ability
to compete effectively

a. Strongly agree b. Agree c. Disagree

d. strongly disagree

17. Supervisers should give a good deal of attention of the physical working conditions
of their employees

a. Strongly agree b. Agree c. Disagree

d. Strongly disagree

80

18 Special wage hike should be given to employees who perform their jobs very well(
a. Strongly agree b. Agree c. Disagree

d. Strongly disagree

19.Better job description would be helpful so that company will no exactly what is
employees expected of them
(
)
a. Yes

b. No

20. How is an individual recognition for attaining standard performance in your

organization
a. Good

(
b. Poor

c. Excellent

d. Some extent

21. Indifferent supervision can often bruise feelings

a. Strongly agree b. Agree c. Disagree

d. Strongly disagree

22. The company retirement benefits and stock programs are important factors on
Their jobs

a. Strongly agree b. Agree c. Disagree

d. Strongly disagree

23. Almost every job can be made most stimulating and challenging
a. Strongly agree b. Agree c. Disagree

d. Strongly disagree

24. Many employees want to give their best in very thing they do
a. Yes

b. No

25. Management could show more than interest in the employees by sponsoring
social events after hours

a. Strongly agree b. Agree c. Disagree

d. Strongly disagree

81

82