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PREPARED BY: NISHA KIDECHA ROLL NO (16) PGDM (2ND SEM), 2010-12
DECLARATION
I, Ms. Nisha Kidecha, hereby declare that the research paper entitled EMPLOYEE MOTIVATION OF MEXUS EDUCATION submitted to G.I.D.C ROFEL BUSINESS SCHOOL, VAPI Approved by All India Council For Technical Education, is a record of an original work done under the guidance of Mr. H.C.Panjikar and is not submitted to any other university or institution for any other purpose.
ABOUT MOTIVATION
Workers in any organization need something to keep them working. Most times thesalary of the employee is enough to keep him or her working for an organization. However, sometimes just working for salary is not enough for employees to stay at an organization. An employee must be motivated to work for a company or organization. If no motivation is present in an employee, then that employee s quality of work or all work in general will deteriorate. When motivating an audience, you can use general motivational strategies or specific motivational appeals. General motivational strategies include soft sell versus hard sell and personality type. Soft sell strategies have logical appeals, emotional appeals, advice and praise. Hard sell strategies have barter, outnumbering, pressure and rank. Also, you can consider basing your strategy on your audience personality. Specific motivational appeals focus on provable facts, feelings, right and wrong, audience rewards and audiencethreats.
DEFINITION OF MOTIVATION
According to Scott, Motivation is a process of stimulating people to action to accomplish desired goals. Motivation is a process which starts with a psychological or physiological need that initiates behaviour that is aimed at achieving the goal.
There are a large number of labor acts which relate to aspects like working conditions, payment of wages, reservation of jobs for weaker sections, maternity leave etc. All these factors affect H.R activities such as recruitment, selection, placement, training, remuneration etc.
ECONOMIC:
Some of the economic forces which have a bearing on H.R function are globalization, population growth, national and per capita income and markets.
The following economic factors are highly relevant to H.R activities: 1. 2. 3. 4. 5. 6. Demand and Supply of Human Resource. Improvement in the status of workers. Increasing diversity in culture, religion, languages, education and skills. Changes in the employment patterns of industrial labor. Composition of industrial employment. Growth of trade union.
TECHNOLOGICAL:
Technological advancements have drastically affected the H.R function. Demand for educated and skilled workers has increased. Introduction of new technologies requires that H.R management train those that can be trained and rehabilitate those that cannot be trained Jobholders are becoming highly professionalized and knowledgeable.
CULTURE:
The term culture refers to the complex whole which includes knowledge, beliefs, art, morale, laws, customs and host of other capabilities and habits acquired by an individual as a member of the society. When people with different cultural backgrounds own and manage an organization they tend to acquire a distinct culture. Thus we have a distinct culture of TATA group of companies, BIRLA group of companies etc. Culture influences H.R functions. Their cultural background s influence workers attitude towards work. Similarly work ethics are the result of culture only.
IMPORTANCE
1. 2. 3. 4. Motivated employees are always looking for better ways to do a job. A motivated employee, generally, is more quality oriented. Highly motivated workers are more productive than apathetic workers. Motivated employees are stable.
DETERMINANTS OF MOTIVATION
Three types of forces generally influence human behaviour; 1. Force operating within the individual: Each person is different and a variety of items may prove to be motivating, depending upon the needs of the individual, the situation the individual is in and what rewards the individual expects for the work done. It is the duty of the manager to match individual needs and expectations to the type of rewards available in the job setting. 2. Force operating within the organization: Climate plays an important part in determining worker s motivation. The climate in an organization is determined by a number of variables such as its leadership style, autonomy enjoyed by members, growth prospects, emotional support form members, reward structure, etc. 3. Force operating in the environment: Culture, norms, customs, images and attributes accorded by society to particular jobs, professions and occupations and the worker s home life-all play a strong motivational role. An individual may prefer to do the job of an officer rather than serve as a college teacher. In other word factors such as social status and social acceptance play an important role in shaping the motivations of people.
MOTIVATION PROCESS
Unsatisfied need
Tension
Drives
Search Behavior
Satisfied needs
Reduction of tension
MOTIVATION THEORIES:
1. Early Theories
y y
2. Contemporary Theories
y
Content Theories Maslow s Need Hierarchy Theory Alderfer s ERG Theory McGregor's Theory X and Theory Y Herberg's two-factor theory McClelland s Achievement Motivation Theory Process Theories Vroom s Expectancy Model Adam s Equity Theory Porter and Lawler s Performance Satisfaction Theory
y y y y y
Physiological needs: hunger, thirst, shelter, sex, and other bodily needs Safety needs: security and protection from physical and emotional harm Social needs: affection, belongingness, love, acceptance, and friendship. Esteem needs: internal esteem (self-respect, autonomy, achievement), and external esteem (status, recognition, attention, power, and face) Needs for self-actualization: the drive to best realize one's potential, including potential in personal growth, achievements, and self-fulfillment.
Low-order needs: physiological and safety needs, they are satisfied externally (payment, unions)
High-order needs: social, esteem, and self-actualization needs, they are satisfied internally.
y A substantially satisfied need no longer motivates y It is the lowest level of ungratified need in the hierarchy that motivates behavior y As a lower level of need is met, a person moves up to the next level of needs as a source of motivation
(3) The socio-cultural construction of need hierarchy.
y Existence needs: physiological and safety needs y Relatedness needs: the desire foe maintaining important interpersonal relationships: social needs, and y
the external components of the esteem needs Growth needs: an intrinsic desire for personal development: the intrinsic component of esteem, and selfactualization
y Satisfied low-order needs lead to the desire to satisfy higher-order needs. y Multiple needs can be operating as motivators at the same time. y Frustration in attempting to satisfy a higher-level need can result in regression to a lower need.
y Theory X: assumes that lower-order needs motivate individual behavior. y Theory Y: assumes that higher-order needs motivate individual behavior.
Motivation factors: the factors that lead to job satisfaction. They are mostly intrinsic factors such as achievement, recognition, work itself, responsibility, advancement, and growth factors such as compony policy and administration, supervision, work condition, and salary.
y Hygiene factors: the factors that lead to the prevention of dissatisfaction. They are mostly extrinsic
Management implications: job enlargement & enrichment, empowerment, and participative management Criticism:
y Job satisfaction does not necessarily lead to high motivation y Attribute theory as an explanation
y y y y
Seek personal responsibility Seek feedback on their performance Seek moderate risks and goals Need for power: the desire to have impact on, to influence and control the behavior of others.
Socialized power: used for social benefits Personalized power: used for personal gain
y
Need for affiliation: the desire to be liked and accepted by others.
Determinants of Motivation
Traditionally it is believed that employees are motivated by the opportunity to make as much as money as possible and will act rationally to maximize their earnings. The assumption is that money, because what it can buy, is the most important motivator, of all people. According to the pluralistic approach, men work to fulfill a variety of needs. Three types of forces generally influence human behaviour: i. Forces operating within the individual. ii. Forces operating within the organization and iii. Forces operating in the environment. a)The individual: Human needs are both numerous and complex. Some of these needs cannot be described and identified because people hide their real needs under the cover of socially accepted behavior. It is the duty of the manager to match individual needs and expectations to the type of rewards avail ble in the job a setting. b)The organization: The climate in the organization must be conducive to human performance. Climate plays an important part in determining worker s motivation. The climate in an organization is determined by a number of variables such as its leadership style, autonomy enjoyed by members, growth prospects, emotional support from members, rewards structure, etc. c)The environment: A worker does not live in two separate worlds, one inside the factory and the other outside it. The troubles and pleasure of off-the-job life cannot be put aside when reporting for work in the morning, nor can factory matters be dropped when returning home after work.
People at Mexus
Deriving its futurist outlook from its dynamic mix of intellectual professionals, managerial team, enterprising investors and experienced advisory board, Mexus is poised to accomplish its mission and realize its vision. Proud of its people s competence, Mexus perennially nurtures an atmosphere where people s imagination takes true shape; which ultimately translates into value-addition in its endeavors. Such a futuristic outlook has been instrumental in driving and directing Mexus towards being the best. The Board of Advisors with their vast experience in business and education form the strategic business intelligence for Mexus, identifying latest trends and technologies for education. One glance at the profile of people on the Advisory Board is enough to understand the expertise they bring into the realm of education innovation at Mexus.
More details
Mexus Education is an education solutions provider located in Mumbai, India. The company works in the K-12 segment, in collaboration with educators, learners, academicians and administrators to deliver learner-driven content through appropriate interactive technology. Multiple opportunities of content sharing and networking are exploited to optimize engagement. Multimedia usage includes the use of films, graphic novels, games and hands-on kits. Industry Education Founder 2007 Headquarters Mumbai, India Key people Rohit Jain , Krunal Sharma , Saurabh Saxena Website www.mexuseducation.com
Managing Direc r
Job security Brand Image Open and transparent culture Family Atmosphere Opportunity for Growth Respect for employees
Cost of solved safety non-conformances for the month Employee perception of management commitment Health and safety prevention costs within the month Lost time (in hours) due to accidents (including fatalities) per e.g. 100,000 hours worked Lost time (in hours) due to non-fatal accidents per e.g. 100,000 hours worked Number of fatalities per e.g. 100,000 hours worked Number of non-conformance with legal or internal standards in safety inspections Number of reportable accidents per e.g. 100,000 hours worked (including fatalities) Number of reportable non-fatal accidents per e.g. 100,000 hours worked Number of safety inspections for the month Number of solved safety non-conformances for the month Percentage of attendance at occupational health and safety (OHS) committeemeetings Percentage of corrective actions closed out within specified time-frame Percentage of fatal accidents relative to all accidents (non-fatal and fatal) per e.g. 100,000 hours worked Percentage of health and safety representatives (HSR) positions filled. Percentage of issues raised by H&S Reps actioned Percentage of occupational health and safety (OHS) committee recommendations implemented Percentage of products/services assessed for health & safety impacts Percentage of significant products and services categories subject to procedures in which health and safety impacts of products and services are assessed for improvement Percentage of staff with adequate occupational health and safety (OHS) training Total of hours in safety and health training in the month
In practically all the organizations appraisal report in respect of each employee is prepared every year [ending 31st December of 31st march]. These are also known as Confidential Reports. Adverse remarks if any are communicated to the person concerned only. Some of the criteria on the basis of which these annual reports are prepared are: quality, quantity, timeliness, cost-effectiveness of work, attendance, relations with colleagues, integrity, technical knowledge and ability, initiative, leadership quality etc. Generally the appraisal reports of employees are prepared either by the immediate head of the department or by a rating committee. These reports are referred to on the occasion of promotion, deputation, training etc. Seniority Lists: Each employee should know what are his/her prospects of promotion to a higher post. If the prospects are bleak, the motivation for improving his performance would not be strong. This need can be fulfilled if there is seniority lists for different categories of employees . In fact appraisal reports would have little value if an employee has no prospects for advancement. Periodical staff meetings: Many organizations have established a practice of holding periodical meetings of all staff employees and executives. Such meetings are arranged every month or every three months. Important issues concerning employees and policy matters are discussed in the meetings. These meetings are se also utilized to appreciate employee for his/her commendable efforts in the discharge of his duties. Annual get-together functions: A popular practice of arranging annual get-together functions is followed by many organizations. Generally such functions have proved to be very effective in promoting spirit of brotherhood among the various categories of staff members of the organization. The important characteristics of these get- together functions are: There is absolute equality among the members whether he is a director, employee of peon. There is no discrimination of status of gender.The staff members themselves display entertainment items. Once in a while get-together function can be arranged in the form of a picnic. Monthly News Bulletin: Some organization follows the practice of issuing a monthly news bulletin for the convenience of their employees . The bulletin should provide all the important news regarding administrative activities and developments such as new appointments, transfers, promotion, deputation, visits of VIP s etc. This news bulletin is to be circulated among staff members only.
Gift vouchers or cash Mexus follows a system of distributing gift vouchers and cash to those employees who play a major role or participate for organisation s benefit. Online Mexus News All the achievements, events and other related news are displayed on the website www.mexuseducation.com at regular intervals.
BIBLIOGRAPHY
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