Motivation

An aspiration to reach the sky

Prepared by Roll no 4 17 29 34 46 50 Name Avani Bhansali Pooja Jain Neha Mehta Chitra Nair Nisha Shetty Supriya Tengshe

ACKNOWLEDGEMENT We would like to thank all those who have helped us directly and indirectly to complete this project successfully. We would also like to specially thank Mr. Suresh Vakharia, Mrs. Deepa Pillai who gave us their valuable time and provided us with a great deal of information Lastly we would like to thank our prof. Payal Gandhi who guided us throughout the project.

INTRODUCTION We all know that the human factor is an unavoidable and crucial factor in any organization. All that which affects the human factor ultimately affects the organization. Hence it becomes necessary to manage the human factor in the organization. Through this project we have made efforts to understand how the three different organizations motivates its employees to achieve its organizational goals.

ERNST & YOUNG The ernst and young is one of the largest professional services firms in the world and one of the big four auditors along with PricewaterhouseCoopers (PwC), Deloitte Touche Tohmatsu (Deloitte) and KPMG. Ernst & Young is a global organization of member firms in more than 140 countries. Its global headquarters are based in London, UK and the U.S. firm is headquartered at 5 Times Square, New York, New York. They believe that their people are an asset and therefore provide them with an inclusive and flexible professional environment. Understanding and care are an integral part of their culture, and they work together towards having an environment that people are proud to call their own. As an experienced professional the employee finds life in EY challenging and rewarding, but most of all, inspiring. By choosing to join EY, the employees choose an organization committed to helping them to achieve their unique potential and making a difference with their colleagues, their clients and their community. Their main service being auditing we shall look into how they motivate their employees in the auditing department. The E&Y uses a unique combination of the expectancy theory and the hygiene factor of the two factor theory. The process they follow is stated below: Increase expectancy For this they first give their employees required training and clarify the job requirements. In EY this starts of right in when a person joins in as an employee in the firm. From the first week with EY, he has the continuous support of the firm and his colleagues. Beginners here go through an eight hour induction program to introduce them to the companys ways and policies and then a weeks program to get them acquainted with the procedures to be followed and train them to use the soft wares, soft skills, excel, ppt etc. Also from time to time they are informed about any changes in the procedures and policies that are being followed in auditing and keeping them updated by sending all of them via email the fortnightly magazine about recent updates in the markets about the new regulations issued by RBI, SEBI , ICAI. Etc. If necessary they are given special trainings also. Also they conduct offsite trainings like the team building events for three to four days wherein they enjoy and also learn to contribute to the firm. They are given all the necessary stationeries and such other resources that they require at their workplace.

After they are equipped with the right skills and resources they are clarified about their goals for the year through the goal setting process which is held in every September for the financial year from July till June. In this process all the goals are communicated to the employees in such a way that they look at their goals with optimism and the very moment itself they feel that their goals are realizable. Thus with favorable and available resources and realizable goals their expectancy that their good efforts will lead to good performance increases. Induce faith in the instrumentality of performance Now the job is to make them believe that their good performance will result in valued outcomes and make them understand the rules of the reward game. The EY follows Performance measurement development process (PMDP) which clearly puts forth the outcome that will result from the successful performance. With a mid year appraisal, the feedback session in March and the year end appraisal in May forms the part of the PMDP. Ratings are assigned to the employees on the basis of the engagement evaluation forms filled for various assignments and all the employees are aware of how the ratings were to benefit them. Also the process is accurately followed with faith and truthfulness. The employees also receive regular feedback on their performance from a counselor, who helps them with their career goals and development. Thus this process helps them to understand the connectivity between their efforts, their good performance and their valued outcomes. Increase the valence of the outcomes They recognize outstanding performers with rewards for living EYs values towards achieving potential. On a day-to-day level they thank and appreciate the efforts of their people, coworkers and leaders through RAVE (Random Acts of Value and Excellence) cards. The seniors and managers can even nominate their juniors for sparkle in order to recognize their hard work or some spectacular achievement that is held every month. Every year on the basis of their ratings they are given bonus. The bonus with respect to their rating scale is as follows: Rati Bonus ng 1-2 No bonus 3 10% 4 15% 5 20% On occasions like Diwali and Christmas etc. they are given promotions as per their capabilities and performance. Besides these they are given certain privileges that may add value to the outcome. The E&Y stresses to increase the importance that the employees place upon the expected outcomes with respect to their efforts. The E&Y does consider an individuals other physiological and psychological and thus considers the hygienic factors so that the employees are not de-motivated.

They include: 1. Corporate plans for their cellphones 2. Medical insurance for their family members 3. To improve their working conditions partners meet with HR, partner, managers to discuss their work life 4. Compulsory leave leave that cannot be encashed 5. Celebrations, games and competitions on festivals like Diwali, Christmas, New year etc 6. Annual bash in December 7. FAMILY dinner all of them in their teams dine together 8. A day when all their children can come along with them to their workplace 9. FUN day no work and only fun. People like tarot readers, cartoon artists, astrologers visit the firm 10.On birthdays they are given a box of chocolates and a card by the HR 11.Annual picnics Whether it's their commitment to creating a diverse workplace or their programs devoted to flexibility, Ernst & Young strives to be an "employer of choice."

STARBUCKS

The chief executive officer of Starbucks corporation, Howard Schultz, considers that the tip of success in Starbucks is not coffee but employees. Constantly accumulating the working experience of employees and providing chances of promotion in a company for working partners is the way to operate sustainability. He firmly believes that the spirit of Starbucks is employees and feels honored about the value of Starbucks employees. For this reason, it is necessary to have a perfect education and training policy for better performance in a company . Starbucks offers an interactive structure that makes personnel instill themselves into their job; hence they can motivate partners to satisfy themselves then achieving a new level of performance. MOTIVATORS AND HYGENIC FACTORS: 1. WORKING ENVIRONMENT AND RECOGNITION The basis of starbucks reputation as a great place to work is contained in the six guiding principles is to provide a great work environment and treat each other with respect and dignity. Starbucks tries to create a work environment that is lively, exciting and full of enthusiasm. One overt symbol of guiding principle is the name to all starbucksemployees.Everyone is called a partner. More important than the name, however is a company culture devoted to developing and motivating the partners. Starbucks encourages its employees, who are called partners, to keep in mind its mission statement, monitor management decisions, and submit comments and questions if they encounter anything that runs counter to any of the six points. Employees submit about 200 such Mission Review queries a month, and a twoperson team considers and responds to each one, this enables to have a social and good relationship with the company management and mangers.

To give major respect to the employee it contributes discounted stock purchase plans, and stock options as part of starbuck BEAN STOCK program .Starbucks established the BEAN STOCK program in 1991 as a way of investing in the employee partners and creating ownership throughout the company. IT ALSO GIVES A SENSE OF JOB OWNERSHIP . Thus one can say that starbucks creates a healthy environment by giving respect to each and everyone in the company and also by giving a share of the entire company to them which definitely leads to motivation in the company as the employees have a sense of belonging as their own company and they owe something to it. Thus here the hygiene as well as the motivating factors is taken care. 2. INTERPERSONAL RELATIONSHIP WITH GOOD COMMUNICATION CHANNELS Open communication and innovation thinking both of which positively influence the partners motivation are encouraged. Through various partner relations mechanisms. These mechanisms include mission review. Open forums and the warm regards recognition program. Mission review encourage partners to tell the company how they are feeling and ask any questions Thus starbucks creates a free environment which leads to better communication among the partners and there problems, queries are solved easily. This motivates them to show their innovation and creativity in their work. Hence the hygiene factors are given a platform for motivating good communication skills. 3. OPPORTUNITIES FOR ADVANCEMENT The challenge being to be their best begins with training. All new coffee store employees (referred to as baristas) receive 25 hours of classroom training under the guidance of partners who have been specially trained. The training includes coffee knowledge and customer service skills, plus a four-hour workshop called "Brewing the Perfect Cup." Baristas were trained in using the cash register, weighing beans, opening the bag properly, capturing the beans without spilling them on the floor, holding the bag in a way that keeps air from being trapped inside, and affixing labels on the package exactly one-half inch over the Starbucks logo. Beverage preparation occupied even more training time, involving such activities as grinding the beans, steaming milk, learning to pull perfect (18- to 23-second) shots of espresso, memorizing the recipes of all the different drinks, practicing making the different drinks, and learning how to make drinks to customer specifications. Everyone was drilled in the Star Skills, three guidelines for on-the-job interpersonal relations: (1) maintain and enhance self-esteem, (2) listen and acknowledge, and (3) ask for help. And there were rules to be memorized: milk must be steamed to at least 150 degrees Fahrenheit but never more than 170 degrees; every espresso

shot not pulled within 23 seconds must be tossed; customers who order one pound of beans must be given exactly thatnot .995 pounds or 1.1 pounds; never let coffee sit in the pot more than 20 minutes; always compensate dissatisfied customers with a Starbucks coupon that entitles them to a free drink. Management trainees participate in up to 12 weeks of classes. They also receive coaching on leadership skills, diversity awareness, and advanced customer service. Succession planning and career development. As the potter shapes his pots in a specific manner the same way starbucks train the employees at a certain level by giving them the opportunity to learn which will motivate them to serve the coffee as quick as possible and in an appropriate manner .Here the motivating factors lead to an urge and drive for best performance. 3. FRINGE BENEFITS (ADD ONS) Starbucks motivational programs for its partners consist of a special blend of employee benefits and a work life/ personal life programs that focus on the physical, emotional, mental and creative aspects of an individual Starbucks continually seeks to develop programs that touch the life stages and personal needs of its partners. In fact, the company conducts periodic surveys, of its partners. They have referral and educational support for child care and elder care issue and a program that link employees who have shared interest and hobbies. To assess their needs and it responds accordingly with appropriate work/life solutions. We will ask our partners constantly whats important to them and consider these things as we plan into the year 2003 and beyond says a star bucks manager The company offers a comprehensive benefits package to all partners, including part-time employees who work a minimum of 20 hours per week. The benefits package include full medical and dental insurance coverage disability and life insurance coverage disability and life insurance, vacation days As a mother who always looks after her child, starbucks too motivates their employees by looking after their basic needs and keeping their emotional state, mental state, physical state in peace, and lending them certain benefits. These are the motivating factors which motivate the employees who have a low morale. FOR EXAMPLE Omollo Gaya, who grew up on a coffee farm in Kenya and immigrated to San Diego to attend college, was drawn inside a Starbucks store seven years ago by the heady aroma. He bought a pound of coffee, struck up a conversation with the employee behind the counter, and was impressed by the baristas knowledge. As he sipped his brew, "something clicked," Gaya says. After researching Starbucks, he applied for a job and spent the next four years in a San Diego store before being promoted to his

current position as one of eight coffee tasters at company headquarters. After six years, Gaya exercised his Bean Stock options, which netted about $25,000 after payment of the exercise price, to build a new four-bedroom house for his widowed mother on 15 acres in her home village. As a result of such measures, Starbucks employees have an 82 percent jobsatisfaction rate, according to a Hewitt Associates Starbucks Partner View Survey. This compares to a 50 percent satisfaction rate for all employers and 74 percent for Hewitts "Best Place to Work" employers. Though the company wont release specific numbers, it also claims that its turnover is lower than that of most fast-food establishments. But its not just the benefits that attract employees. Another company survey found that the top two reasons why people work for Starbucks are "the opportunity to work with an enthusiastic team" and "to work in a place where I feel I have value." Hence we conclude that the Two-factor theory (also known as Herzberg's motivation-hygiene theory) is being used by starbucks .In the two factor theory there are factors that motivate or produce job satisfaction known as motivators. The factors which prevent dissatisfaction are known as hygiene factors.

RETORT CHEMICALS PVT. LTD. "Practice Quality like a habit to deliver the best". Retort Chemicals Pvt. Ltd is a professionally managed and a well established group of companies, engaged in manufacturing and marketing of Solvent Dyes (Oil soluble Dyes) in powder and liquid form, catering to the local markets since last 27 years and Global markets since last 10 years. It is an ISO 9001:2000 Certified Co. Retort Chemicals Pvt. Ltd was incorporated in the year 1974, promoted by the technocrats from the renowned University Department of Chemical Technology, Mumbai with an idea to achieve a qualitative Edge in the area of Intermediates, Dyestuffs, Fine Chemicals and Bulk drugs. MOTIVATION "Better Organism makes better Organizations". Retort Chemicals follows Clayton Alderfers ERG theory in motivating its employees. The motivation process is as follows:

1. Existence Needs - The existence needs are essential for the survival of the human beings. They are the basic needs. Retort tries to fulfill the existence needs of the employees by providing them with adequate salary. This in turn helps them to achieve their basic needs. Health and safety needs They think that efficiency is the output of over all fitness and well being. They have quarterly medical inspections and certification of every single person in the company. The company also undertakes monthly medical checkups and provides free medication facilities to all employees. They all work as a family rather than mere organizations. Their management considers accident prevention as of greater importance than any other phase of operation or administration as it is wisely said Prevention is better that cure. Basic safety equipments like helmets, gloves, masks, face shields, safety shoes are compulsory inside the plant area and quarterly onsite emergency planning and training program & mock drills are also provided.

2.Relatedness Needs - These needs are related to individuals interpersonal and social relationship. Retort has an effective employee-management relationship. They include the following:

. Participative Management. . Teamwork. . Direct Communication and Information Sharing. . Open office culture for easy accessibility. As Employees are their greatest strength and the most valuable asset. It is this underlying philosophy that has moulded the workforce into a team with common goals and objectives. They create an environment that builds trust, transparency, co-operation & co-ordination and a sense of belongingness amongst the employees.

3.Growth Needs - It means the need to grow and develop new potential. Retort helps their employees in realizing their goals. This is very well known from the fact that they have access to not only domestic but also global market. Retort believes in the quote, "Think Local and Be Global". At present the company is catering to the global markets in UK, U.S.A, Italy, Belgium, Africa, Taiwan, Korea, Hong Kong, Indonesia, Malaysia, & Singapore and in domestic market, it got the privilege of enjoying reputed clientele like Multinational companies and Big Corporations in India. We give below a partial list of the same:

: : : : : : : :

M/s Hindustan Lever Ltd. M/s Godrej Industries Ltd. M/s Indian Oil Corporation Ltd. M/s Bharat Petroleum Corporation Ltd. M/s Hindustan Petroleum Corporation Ltd. M/s Gulf Oil India Ltd. M/s Novartis India Ltd. Defence Systems.

Due to their sincere efforts the accident record book is clean for the last 27 years of operation and that's a fact that is hard to believe. Your life is our priority and not an obligation

CONCLUSION Having studied the three different organizations we get to know how in the dynamic business world, to retain, to improve efficiency & to meet other such organizational goals different aspects of human behavior have to be taken into consideration in order to motivate the employees of the organization.

BIBLIOGRAPHY Organizational behavior - Aswhathapa www.ey.com www.retortchemicals.com