A Project Report onA Project Report on

A STUDY OF THE EMPLOYEE MOTIVATION IN DABUR INDIA LTD

Submitted in Partial Fulfillment for the award ofSubmitted in Partial Fulfillment for the award of

MBA in Human Resource ManagementMBA in Human Resource Management

Submitted BySubmitted ByPriya YadavPriya Yadav

Enroll. NoEnroll. No.-.- 1205032848

Under The Guidance ofUnder The Guidance ofSamina Ma’mSamina Ma’mFaculty of MBAFaculty of MBA

Sikkim Manipal University,DESikkim Manipal University,DEMarch-2014March-2014

Bonafide Certificate:

BONAFIDE CERTIFICATE

Certified that this project report titled “A STUDY OF THE

EMPLOYEE MOTIVATION IN DABUR INDIA LTD.” is the

bonafide work of “Priya Yadav” who carried out the project work under

my supervision.

Signature Signature(Faculty Guide) (H.O.D.)

2

TO WHOM IT MAY CONCERN

This is to certify that Ms. Priya Yadav has worked for her

project under my supervision. The topic for her project is “A STUDY

OF THE EMPLOYEE MOTIVATION IN DABUR INDIA LTD”.

To the best of my knowledge, her work in analyzing available

theories and evidence is original and bears the imprint of his

exceptional diligence. She has worked under my supervision and I

wish her good luck for future

3

Abstract

The purpose of motivation is to create conditions in which people are willing to

work with zeal, initiative, interest and enthusiasm with a high personal and

group moral satisfaction, with a sense of responsibility, loyalty and discipline and

with a pride and confidence in a most cohesive manner so that goals of an

organization are achieved effectively. Motivational technique is utilized to

stimulate employee growth. Clarence Francs indicated this when he was the

chairperson of the General Food. He said “You can buy a man’s time, you can

buy a man’s physical presence at given place; you can even buy a measured

number of skilled motions per hour or day: but you cannot buy devotion of

heart, mind and soul. You have to earn these things.

If a manager wants to get work done by his employees he can either hold out a

promise or a reward for them for doing work in a better or improved way or he

may constrain them, by instilling fear in them or by using force to do the desired

work. In other words, he may utilize positive or negative motivation. Both these

type s are widely used by management. A positive motivation involves the

possibility of increased motive satisfaction, while negative motivation involves

the possibility of decreased motive satisfaction.

A major concern of every manager should be to contribute positively towards the

achievement of the organization’s objectives. Organizational effectiveness if

often equated with the managerial efficiency.

4

Acknowledgement

Hard work and dedication is the key to any successful completion of any job and

this project is no different. Although strenuous, yet it is interesting. However,

our success to this project report cannot be accounted for by only these factors.

During the course of this study, many useful suggestions and constructive

criticism came across which really helped a lot in giving this project a

professional look. I extend my heartiest thanks to SAMINA MA’M

FACULTY OF SMU who willing cooperation led to the timely completion of the

project.

In completing this study, I did my level best correcting my shortcomings to

possible extent and I sincerely hope that this report will serve its purpose for the

Dabur.

Although I am thankful to all those who have contributed towards the

completion of this report. Also I would like to thank all those who have helped

me directly or indirectly in completing the present project.

Priya Yadav

ROLL NO.- 1205032848

5

TABLE OF CONTENTS

TITLE PAGE NO.

Introduction To The Project 7

Objective / Scope of study 12

Company’s profile 13 Staff profile 21 The concept of employees motivation 27 Motivational Theory X and Y 31 Research Methodology 60 Conclusion 64

Limitations 65

Recommendation and Suggestions 65 Annexure 67

Bibliography 70

6

Introduction

To

The Project

7

AN OVERVIEW OF MOTIVATION

Motivation deals with the ways that people behave. Managers want workers to

work efficiently and effectively, but the same nature of the work may be such

that workers don’t want to do at all.

Motivation may be defined as those forces that cause individuals to behave in a

particular ways. Motivation encompasses all those pressures and influences that

trigger, channel and sustain human behaviour.Managers, by definitions, are

required to work with and through people, so they must acquire at least some

understanding to the forces that will motivate the people they are to manage.

Workers are complex, and they are uniquely different.

Assuming that a manager’s primary task is to motivate others to perform the

task of the employing organization at high levels, the managers must find the

motivation factors that will get subordinates to come to work regularly and on

time, to work hard, and to make positive contributions toward the effective and

efficient achievement of organizational objectives. Vroom has proposed that

work performance depends on motivation as well as worker ability and

environmental conditions.

8

Motivation Is the Key to Performance Improvement

There is an old saying you can take a horse to the water but you cannot force it

to drink; it will drink only if it's thirsty - so with people. They will do what they

want to do or otherwise motivated to do. Whether it is to excel on the workshop

floor or in the 'ivory tower' they must be motivated or driven to it, either by

themselves or through external stimulus. Are they born with the self-motivation

or drive? Yes and no. If no, they can be motivated, for motivation is a skill which

can and must be learnt. This is essential for any business to survive and succeed.

Performance is considered to be a function of ability and

motivation, thus:

Job performance =f(ability)(motivation)

Ability in turn depends on education, experience and training and its

improvement is a slow and long process. On the other hand motivation can be

improved quickly. There are many options and an uninitiated manager may not

even know where to start. As a guideline, there are broadly seven strategies for

motivation.

Positive reinforcement / high expectations

Effective discipline and punishment

9

Treating people fairly

Satisfying employees needs

Setting work related goals

Restructuring jobs

Base rewards on job performance

These are the basic strategies, though the mix in the final 'recipe' will vary from

workplace situation to situation. Essentially, there is a gap between an

individual’s actual state and some desired state and the manager tries to reduce

this gap.

Motivation is, in effect, a means to reduce and manipulate this gap. It is inducing

others in a specific way towards goals specifically stated by the motivator.

Naturally, these goals as also the motivation system must conform to the

corporate policy of the organization. The motivational system must be tailored to

the situation and to the organization.

In one of the most elaborate studies on employee motivation, involving 31,000

men and 13,000 women, the Minneapolis Gas Company sought to determine

what their potential employee’s desire most from a job. This study was carried

10

out during a 20 year period from 1945 to 1965 and was quite revealing. The

ratings for the various factors differed only slightly between men and women,

but both groups considered security as the highest rated factor.

The next three factors were;

advancement

type of work

company - proud to work for

Surprisingly, factors such as pay, benefits and working conditions were given a

low rating by both groups. So after all, and contrary to common belief, money is

not the prime motivator. (Though this should not be regarded as a signal to

reward employees poorly or unfairly.)

11

Objective/Scope

The basic objective of the present study is to “Study the Motivation

Level of The Employee In The Company” Following fundamental

objective have been identified as the sub-objectives of the study:-

1. To study the identity of the employee with the organization as a

whole.

2. To find the satisfaction level of the employees and what they

feel about the exceptions rewarded practices.

3. The working style followed by the higher authority and their

communication with the employees.

4. To study the work environment or the working conditions

prevailing in the company.

5. To study the interpersonal relationship.

12

13

COMPANY INFORMATION

The company, Dabur India Limited, was started in 1884 by Dr. SK Burman as a

small mail order business for Ayurvedic medicines; ‘Pudin Hara’ was the first

medicine to be mail ordered. Over the years the company passed down amongst

the descendents of Dr. SK Burman and remained a closely held family business.

This remained true till November 2, 1998. That day the 114 yr. old Dabur India

reinvested itself. Breaking over a century of tradition, executive powers of

running the company were handed over to an outsider appointed as CEO Mr.

Neenu Khanna.

Dabur at this particular instance is going through a period of transition. This

transformation is going to result in the emergence of the largest Indian fast

moving consumer goods Company. The company, which has always shown a

signs of a visionary had set its rights on becoming the country’s largest

homegrown FMCG Company. The company realized that to be the industry

leader, it needs to be the best in all areas and have to be benchmarked with the

best industry practices. As such the company appointed McKinsey and Co. In

April, 1997 to look into the health of the company and to come up with

suggestions which will help turn Dabur into one of the largest fast moving

14

consumer goods company of the country. McKinsey & Co. has identified the

areas of improvement and suggested initiatives required in them.

The company has decided to leave the day to day management in the hands of

professionals. The promoters (the Burman family) will withdraw themselves

from the routine functions and will concentrate on giving strategic direction to

the company. The major step in this direction is the decision to appoint a CEO to

head the company management. All business units’ heads and functional heads

will report to the CEO.

Dabur's core competence lies in its ability to conceive, develop and market

products based on herbs and natural resources. However, with growing

competition from Zandu, Baidyanath and Himalaya Drugs, Dabur's monopoly in

Ayurvedic products is under pressure.

The Rs. 1166 crore, Dabur India Ltd. (DIL) was established in 1884 and is one of

the largest Indian FMCG company dealing with Ayurvedic products with

interests in healthcare, personal care and foods. For more than a century Dabur

has worked in active collaboration with nature to provide the best of herbal

health and personal care products to its consumers.

15

Today, Dabur is all set to take its abundant knowledge of Ayurveda to global

frontiers. It operates in the niche natural/ayurvedic products segment with a

product folio of over 500 products. To its credit, Dabur employs more than 5000

people located throughout the globe and has 11 manufacturing units in India,

Nepal and Egypt. The company has overseas sales and marketing offices in

Dubai, London, New York and Moscow. Its distribution network comprises 21

sales offices, 5500 distributors and over 1.3 million retailers. Dabur Research

Foundation is an independent research organization with more than 125

scientists at its service.

Dabur is a closely held company with the Burman family holding around 80

percent of the equity. Most of its Ayurvedic /OTC (Over-The-Counter) brands

are the market leaders in their respective segments. Dabur has developed

considerable expertise in these traditional areas and has well understood the

consumer preferences for traditional ayurvedic remedial measures.

The group comprises of Dabur Finance, Dabur Nepal Pvt. Ltd., Dabur Egypt

Ltd., Dabur Overseas Ltd., and Dabur International Ltd. Product groups

include healthcare, food products, natural gums and allied chemicals, pharma,

and veterinary products. Its leading household brands include Dabur Amla,

Dabur Chyawanaprash, Vatika, Hajmola, Lal Dant Manjan, Pudin Hara and the

16

Real range of fruit juices. New product launches include Binaca toothbrushes,

Imli candy under the Hajmola brand.

The fruit juice brand was re-launched with new packaging; and the Hommade

cooking paste range was expanded. Dabur's core competence lies in its ability to

conceive, develop and market products based on herbs and natural resources.

The top five brands contribute about 55 percent to revenues, amounting about

Rs. 650 crore.

However, the year 2002-03 was not encouraging for the FMCG sector as the

economy was in doldrums with the sinking demand and massive job cuts. Dabur

India Ltd too had to face the reality. Dabur's growth rate of about seven percent

is slightly lower than the industry growth rate. Against this backdrop, VC

Burman, Chairman, DIL observes, "We have done better than the segment as we

are improving operational efficiencies at all stages of the supply chain. The

FMCG segment is growing at 2.5 percent and Dabur expects has grown by five

percent by March 2003."

OVER THE YEARS

17

More than a century ago, a young Indian started with a vision to provide

innovative and affordable healthcare products for Indian masses. Thus was born

and organization, today known as Dabur India Ltd. . . .

Dabur – today an easily recognizable name, has most of credit to Dr.S.K.Burman

(1856-1907) , its founder. During his practice as an allopathic doctor in

Calcutta, he found that his patients could afford only traditional Ayurvedic

remedies. So, Dr.Burman came up with experimentation base approach to

Ayurved. Plagin for plague, Juritap for Malaria, the first of his cheap and

effective medicines, soon becomes famous. By 1906, the company was making

and marketing 42 medicines in all. Realizing the potential, Dr.S.K.Burman

advertised regularly and heavily, he even sent his product through V.P.P to areas

where his distributions did not reach

From the small dispensary in Calcutta in 1884, the organization has today grown

into a corporation having significant presence in health and personal care

markets in India and abroad. With more than 100 years of understanding of

consumer needs and ability to provide safe solutions from a deep understanding

of Ayurved , Dabur has set its vision to strive for providing good

health and well being to every household through its 10 production bases spread

across India, manufacturing a range of herbal, health and personal care

products , foods, ayurvedic medicines and pharmaceuticals. Dabur products are

18

also manufactured in Nepal, Egypt and Dubai. An ontological parental facility

has just been in the U.K.

In 1928, to discourage imitation, the company decided to patent its entire

product under brand name Dabur. The logo remained “Dabur Pvt. Ltd...”Till

early 1980’s the third generation of Burman’s changed it to simply “Dabur.”

The company is served by a strong distribution network of C&F agents and

distributors that ensures the presence of Dabur products in over 1.5 million

retail outlets.

At Dabur , key to our growth is knowledge of nature , which provides the

basis , and use of modern research tools for superior understanding of this

knowledge for providing continuous innovations. Innovation in products,

process and methods will drive Dabur to global leadership in health and

personal care.

KEY STRENGTHS OF DABUR:

It has a very strong brand image. Dabur is synonymous with nature care

for more than hundred years.

Its products portfolio, with products that are always in high demand.

Distribution system that helps its products reaches 47 stocking points,

10,000 stockiest and 1.2 million retailers.

19

CORPORATE PHILOSOPHY:-

Knowledge is the key to growth in today’s world .Whatever the industry , it is

the knowledge which provides cutting edge to individual and organizations.

For more than a century nature has been a rich source of knowledge for Dabur.

Nature has not only given us the ingredients for all our products but has also

taught us how to create a harmony within and without the organization. Nature

has inspired us in all our acts. Ayurveda the science of life is based on principles

of nature. All Ayurvedic preparations have their ingredients derived from

nature. Dabur has converted the healing properties of natural ingredients and

the age old knowledge of Ayurveda into contemporary healthcare products to

alleviate health problems of its consumers.

20

Dabur is committed to expand the reach of this age old knowledge of Ayurveda

and nature through web. Through web, we aim to overcome the physical

boundaries to take Ayurvedic way of life to global frontiers. Dabur India limited

understands its responsibility as a corporate house. We have not only set our

sight on increasing turnover and profitability of the company but also on

propagating Ayurvedic - the India system of medicine.

VISION

“Dedicated to the health and well being of every household.”

Dabur is a company with a set of established business values, which direct its

functioning as well as all its operations. In this, Dabur is guided by the words of

its founder Dr. S.K.Burman “What is that life worth that cannot give comfort to

others.” The company offers its consumers, products to suit their needs and give

them good value for money .The Company is committed to follow the ethical

practices in doing business. At Dabur, nature acts as not only the source of raw

material but also an inspiration and the company is committed to protect the

ecological balance.

21

Staff Profiles

Data of Number of workers of different ages

Sr.No. Age of Worker & Staff No. of workers & Staff

1 18-23 83

2 24-29 48

3 30-35 110

4 36-41 69

5 42-47 55

6 48-53 27

7 53 and above 18

22

Total 410

020406080

100120

18-23 24-29 30-35 36-41 42-47 48-53 53 andabove

Age-Wise Distributution

Shift-wise Work Force

The Company production is continuous for 24 hours therefore the work force

has been divided in to three shifts. Each shift Consists of 8 hours:-

Sr.No. Shift Time Number of staff

1 A 5 am-1 pm 140

2 B 1 pm-9 pm 157

3 C 9 pm-5 am 113

23

0

50

100

150

200

Shift A B C

Shift-Wise Distribution of Workers

Worker’s Education

The education category of the workers has been categorized in to three parts:-

I. Less Qualified

This category includes those workers who are X and XII pass. This

category also includes those workers who are not educated.

II. Medium Qualified

This category includes those staff and workers who have attained graduate level

education. This group generally forms clerical staff.

24

III. Highly Qualified

This category includes those staff and workers who are postgraduate or hold

some special degrees or knowledge. This category also includes technically

qualified people. In this category most of the person are experience holder like

production manager, accountant.

Education-wise Distribution of Workers

Sr.No. Category No. Of workers

1 Less qualified 220

2 Medium

qualified

150

3 Highly qualified 4025

Facilities for Workers

The company has provided for its workers various facilities for their

welfare:-

1. Canteen Facilities

The company has its own canteen, situated near the entrance gate. The

canteen is opened for 24 hours. The workers in their break time take their

meal in the canteen and are quite satisfied with the canteen facilities.

2. Dispensary/ First-aid center

Education-wise Distribution

LQ

MQ

HQ

26

The company has the facilities of giving quick first aid and it also runs a

small dispensary. Workers avail this facility during the time of any injury

or seasonal sickness. The medicines given to the workers here are free of

cost.

3. Transport facilities for local staff

The workers are given the facility of transport who are living in nearby

area. Work force especially of night shift is given bus facility and scooters

are also available for them.

4. Staff quarters

The staff members who are living out of station, the company has given

them quarters to live with the family. They are provided electricity facility

at free of cost in the staff quarters. At the company residential area the

company has also provided a badminton court for the recreation of their

work

27

THE CONCEPT OF EMPLOYEE

MOTIVATION

The concept of employee motivation is not at all a new idea. It has

been around as long as there have been employees and employers. While the

concept itself is not new, new research and awareness have made new aspects of

employee motivation not only a possibility, but a reality in the world today.

It was not at all uncommon in the past for an employer to offer some system of

rewards and privileges as a means of employee motivation. Recent thinking

however has given way to the fact that this process may actually alienate other

workers who, for whatever reason, may not be as capable in a particular field or

28

endeavor. Ultimately, the belief was that this was actually contrary to effective

employee motivation and in reality, decreased employee productivity.

Since the main idea behind employee motivation is to increase worker

productivity, this was seen as very limited in scope and detrimental in the long

run regarding employer-employee relations.

Recent beliefs and ideas have introduced new concepts to the field of employee

motivation. One of the most common “new” areas of growth in the area of

employee motivation is through the use of work teams.

This concept of employee motivation had its major start in the aerospace

industry. It allowed a group of dedicated employees to focus together as a team

on any given project. This idea of employee motivation worked especially well

since it

allowed for creative input from a number of employees without restricting the

thought of any single person or alienating any one employee in particular. When

the projects went well, the employees were celebrated as a group or as a team,

offering employee motivation to the whole group instead of to any one individual.

This concept of employee motivation has since evolved and become common in

many fields of study. There are a number of seminars offered which are

specifically designed and promoted as a means to offer not only employee

motivation, but to create an atmosphere of team work that is surprisingly

beneficial to worker productivity.

29

EMPLOYEE MOTIVATION: A CRITICAL

EXAMINATION

Since the age of the Industrial Revolution, psychologist and social scientists have

been trying to decode this extremely complicated specimen called the 'employee'.

What makes the employee motivated to work hard? Is it money? Is it social

status? Till today, there is no clear consensus on what motivates employees. This

subject continues to baffle analysts as more and more data is generated on

employee motivation.

There have been several studies done to understand motivation. Some of the

leading motivation theories focus on employees as a social being with a complex

set of needs. Some of these needs are tangible material needs. But most other

30

needs are intangible, abstract, or illusionary. Does that mean we can ignore the

intangibles and focus only on material benefits?

Role of Money In employee Motivation

It is said that money makes the mare go. Some researchers believe that money

solves most employee needs as it meets tangible and intangible requirements.

Money meets basic physiological needs and other needs such as social status,

recognition, power, and lifestyle. The fatter the paycheck, the higher are the

levels of motivation

Other experts deny the influence of money on motivation levels. After a certain

level, money and all material benefits fail to motivate individuals. Employees

31

seek job satisfaction, personal growth, self worth, recognition, and excellence, in

addition to money.

What we need to understand is the underlying principle behind employee

motivation. It is clear from the motivation theories that intrinsically the

employee is capable of competent work. People may have generic needs or

specific needs, but they definitely have needs. While the basic employee needs

remain the same in every organization, specific employee needs vary from

company to company. It is therefore important for organizations to recognize the

nature of employee needs in their organization and work towards fulfillment of

these needs.

EMPLOYEE MOTIVATION IN THE WORKPLACE

The job of a manager in the workplace is to get things done through employees.

To do this the manager should be able to motivate employees. But that's easier

said than done! Motivation practice and theory are difficult subjects, touching

on several disciplines.

In spite of enormous research, basic as well as applied, the subject of motivation

is not clearly understood and more often than not poorly practiced. To

32

understand motivation one must understand human nature itself. And there lies

the problem!

MOTIVATIONAL THEORIES

Douglas McGregor

Theory X and Theory Y

Douglas McGregor in his book, "The Human Side of Enterprise" published in

1960 has examined theories on behavior of individuals at work, and he has

formulated two models which he calls Theory X and Theory Y.

Theory X Assumptions

The average human being has an inherent dislike of work and will avoid

it if he can.

33

Because of their dislike for work, most people must be controlled and

threatened before they will work hard enough.

The average human prefers to be directed, dislikes responsibility, is

unambiguous, and desires security above everything.

These assumptions lie behind most organizational principles today, and

give rise both to "tough" management with punishments and tight

controls, and "soft" management which aims at harmony at work.

Both these are "wrong" because man needs more than financial rewards

at work; he also needs some deeper higher order motivation - the

opportunity to fulfill himself.

Theory X managers do not give their staff this opportunity so that the

employees behave in the expected fashion.

Theory Y Assumptions

The expenditure of physical and mental effort in work is as natural as play

or rest.

34

Control and punishment are not the only ways to make people work, man

will direct himself if he is committed to the aims of the organization.

If a job is satisfying, then the result will be commitment to the organization.

The average man learns, under proper conditions, not only to accept but to

seek responsibility.

Imagination, creativity, and ingenuity can be used to solve work problems by

a large number of employees.

Under the conditions of modern industrial life, the intellectual potentialities

of the average man are only partially utilized.

Comments on Theory X and Theory Y Assumptions

These assumptions are based on social science research which has been carried

out, and demonstrate the potential which is present in man and which

organizations should recognize in order to become more effective. McGregor

sees these two theories as two quite separate attitudes. Theory Y is difficult to

put into practice on the shop floor in large mass production operations, but it

can be used initially in the managing of managers and professionals.

35

In "The Human Side of Enterprise" McGregor shows how Theory Y affects the

management of promotions and salaries and the development of effective

managers. McGregor also sees Theory Y as conducive to participative problem

solving.

It is part of the manager's job to exercise authority, and there are cases in which

this is the only method of achieving the desired results because subordinates do

not agree that the ends are desirable.

However, in situations where it is possible to obtain commitment to objectives, it

is better to explain the matter fully so that employees grasp the purpose of an

action. They will then exert self-direction and control to do better work - quite

possibly by better methods - than if they had simply been carrying out an order

which the y did not fully understand.

The situation in which employees can be consulted is one where the individuals

are emotionally mature, and positively motivated towards their work; where the

work is sufficiently responsible to allow for flexibility and where the employee

can see his own position in the management hierarchy. If these conditions are

present, managers will find that the participative approach to problem solving

leads to much improved results compared with the alternative approach of

handing out authoritarian orders.

Once management becomes persuaded that it is under estimating the potential of

its human resources, and accepts the knowledge given by social science

36

researchers and displayed in Theory Y assumptions, then it can invest time,

money and effort in developing improved applications of the theory.

Frederick Hertzberg

2 Factor Hygiene and Motivation Theory

Frederick Hertzberg contributed to human relations and motivation two theories

of motivation as follows:

Hygiene Theory

Motivation

The first part of the motivation theory involves the hygiene theory and includes

the job environment. The hygiene factors include

the company,

its policies and its administration,

the kind of supervision which people receive while on the job,

working conditions

interpersonal relations,

salary,

37

status, and

security

These factors do not lead to higher levels of motivation but without them there is

dissatisfaction. The second part of Hertzberg’s' motivation theory involves what

people actually do on the job. The motivators are

achievement,

recognition,

growth / advancement and

interest in the job.

These factors result from internal generators in employees, yielding motivation

rather than movement.

Both these approaches (hygiene and motivation) must be done simultaneously.

Treat people as best you can so they have a minimum of dissatisfaction. Use

people so they get achievement, recognition for achievement, interest, and

responsibility and they can grow and advance in their work.

Therefore, the hygiene and motivation factors can be listed as follows:

38

o Hygiene

Company policies and administration

Supervision

Working conditions and interpersonal relations

Salary, status and security

o Motivators

Achievement

Recognition for achievement

Interest in the task

Responsibility for enlarged task

Growth and advancement to higher level tasks

Effects on Individuals of Working Environment

The working environment has an effect on individuals as follows:

It will provide at least sufficient for his basic needs and often much more.

For example, 50 years ago in the United Kingdom, food and shelter were

a person's basic needs. Today, most families will consider that the basic

needs also include a car, television, etc.

39

It may or may not provide adequate security. Again, most individuals

seek a secure job, there are others including some men on oil rigs, who

seek high pay for a limited period but with limited security.

It provides an individual with an identity. As a member of an

organization, he carries out a specific function.

It also gives the worker comradeship, freedom from boredom, and an

interest during his working life.

It also provides self-fulfillment for individual where consideration has

been given to ensure that the job is creative and gives job satisfaction.

It provides the individual with status. There is a status in all jobs

providing the job content is investigated to make the work more

interesting.

40

Effects on Work Groups of Working Environment

Rensis Likert has already described how the various management styles in an

organization can effect the groups in an organization.

Whilst the working environment will affect individuals, it will undoubtedly have

a greater effect on working groups, since whilst an individual may have certain

needs, he will not obtain those needs if the working environment does not

provide the needs of the working group.

The working group is the instrument of society through which in large measure

the individual acquires his attitudes, opinions, goals and ideals, it is also one of

the fundamental sources of discipline and social controls.

Therefore, the working environment has an effect on groups as follows:

41

It will affect the morale of the group.

It will determine whether the group achieves the objectives set by the

organization.

It will determine whether the degree of cooperation provided by the

group.

It will motivate the group to give of their best.

It will determine whether the human relations within an organization are

good or bad.

It will also affect the relations between management and trade unions.

42

David C. McClelland

Achievement Motivation

Over the years behavioral scientists have observed that some people have an

intense need to achieve; others, perhaps the majority, do not seem to be as

concerned about achievement. This phenomenon has fascinated David C.

McClelland. For over twenty years he and his associates at Harvard University

studied this urge to achieve.

McClelland's research led him to believe that the need for achievement is a

distinct human motive that can be distinguished from other needs. More

important, the achievement motive can be isolated and assessed in any group.

Characteristics of people with a high need for achievement

43

McClelland illustrates some of these characteristics in describing a laboratory

experiment.

Participants were asked to throw rings over a peg from any distance they chose.

Most people tended to throw at random-now close, now far away; but

individuals with a high need for achievement seemed carefully to measure where

they were most likely to get a sense of mastery—not too close to make the task

ridiculously easy or too far away to make it impossible.

They set moderately difficult but potentially achievable goals. In biology, this is

known as the overload principle.

In weight lifting, for example, strength cannot be increased by tasks that can be

performed easily or that cannot be performed without injury to the organism.

Strength can be increased by lifting weights that are difficult but realistic enough

to stretch the muscles.

Do people with a high need for achievement behave like this

all the time?

McClelland maintains, only if they can influence the outcome.

Achievement-motivated people are not gamblers. They prefer to work on a

problem rather than leave the outcome to chance.

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With managers, setting moderately difficult but potentially achievable goals may

be translated into an attitude toward risks. Many people tend to be extreme in

their attitude toward risks, either favoring wild speculative gambling or

minimizing their exposure to losses.

Gamblers seem to choose the big risk because the outcome is beyond their power

and, therefore, they can easily rationalize away their personal responsibility if

they lose.

The conservative individual chooses tiny risks where the gain is small but secure,

perhaps because there is little danger of anything going wrong for which that

person might be blamed.

Achievement-motivated people take the middle ground, preferring a moderate

degree of risk because they feel their efforts and abilities will probably influence

the outcome. In business, this aggressive realism is the mark of the successful

entrepreneur.

Rewards and achievement-motivated people

Another characteristic of achievement-motivated people is that they seem to be

more concerned with personal achievement than with the rewards of success.

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They do not reject rewards, but the rewards are not as essential as the

accomplishment itself.

They get a bigger "kick" out of winning or solving a difficult problem than they

get from any money or praise they receive.

Money, to achievement-motivated people, is valuable primarily as a

measurement of their performance. It provides them with a means of assessing

their progress and comparing their achievements with those of other people.

Feedback

A desire by people with a high need for achievement to seek situations in which

they get concrete feedback on how well they are doing is closely related to this

concern for personal accomplishment. Consequently, achievement-motivated

people are often found in sales jobs or as owners and managers of their own

businesses.

In addition to concrete feedback, the nature of the feedback is important to

achievement-motivated people. They respond favorably to information about

their work.

They are not interested in comments about their personal characteristics, such as

how cooperative or helpful they are.

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Affiliation-motivated people might want social or attitudinal feedback.

Achievement-motivated people might want job-relevant feedback. They want to

know the score.

Why do achievement-motivated people behave as they do?

McClelland claims it is because they habitually spend time thinking about doing

things better.

In fact, he has found that wherever people start to think in achievement terms,

things start to happen.

Examples

College students with a high need for achievement will generally get better

grades than equally bright students with weaker achievement needs.

Achievement-motivated people tend to get more raises and are promoted faster

because they are constantly trying to think of better ways of doing things.

Companies with many such people grow faster and are more profitable.

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McClelland has even extended his analysis to countries where he related the

presence of a large percentage of achievement-motivated individuals to the

national economic growth.

A Taught Skill?

Can this motive, the need for achievement, be taught to people?

McClelland was convinced that this can be done. In fact, he also developed

training programs for business people that where designed to increase their

achievement motivation.

He also developed similar programs for other segments of the population.

Achievement-motivated people as managers

Achievement-motivated people can be the backbone of most organizations, but

what can be said about their potential as managers? As we know, people with a

high need for achievement get ahead because as individuals they are producers

they get things done.

However, when they are promoted, when their success depends not only on their

own work but on the activities of others, they may be less effective. Since they are

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highly job-oriented and work to their capacity, they tend to expect others to do

the same. As a result, they sometimes lack the human skills and patience

necessary for being effective managers of people who are competent but have a

higher need for affiliation than they do. In this situation, their overemphasis on

producing frustrates these people and prevents them from maximizing their own

potential.

Thus, while achievement-motivated people are needed in organizations, they do

not always make the best managers unless they develop their human skills. Being

a good producer is not sufficient to make an effective manager.

McClelland has found that achievement-motivated people are more likely to be

developed in families in which parents hold different expectations for their

children than do other parents.

More importantly, these parents expect their children to start showing some

independence between the ages of six and eight, making choices and doing things

without help, such as knowing the way around the neighborhood and taking care

of themselves around the house. Other parents tend either to expect this too

early, before children are ready, or to smother the development of the

personality of these children.

One extreme seems to foster passive, defeated attitudes as children feel unwanted

at home and incompetent away from home. They are just not ready for that kind

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of independence so early. The other extreme yields either overprotected or over-

disciplined children. These children become very dependent on their parents and

find it difficult to break away and make their own decisions.

The Hertzberg link

McClelland's concept of achievement motivation is also related to Hertzberg’s

motivation-hygiene theory. People with high achievement motivation tend to be

interested in the motivators (the job itself).

Achievement-motivated people want feedback. They want to know how well they

are doing on their job.

On the other hand, people with low achievement motivation are more concerned

about the environment. They want to know how people feel about them rather

than how well they are doing.

Abraham Maslow

Hierarchy of Needs

One of the many interesting things Maslow noticed while he worked with

monkeys early in his career was that some needs take precedence over others. 

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For example, if you are hungry and thirsty, you will tend to try to take care of

the thirst first.  After all, you can do without food for weeks, but you can only do

without water for a couple of days!  Thirst is a “stronger” need than hunger. 

Likewise, if you are very thirsty, but someone has put a choke hold on you and

you can’t breathe, which is more important?  The need to breathe, of course.  On

the other hand, sex is less powerful than any of these.  Let’s face it; you won’t die

if you don’t get it!

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Maslow took this idea and created his now famous hierarchy of needs. Beyond

the details of air, water, food, and sex, he laid out five broader layers:  the

physiological needs, the needs for safety and security, the needs for love and

belonging, the needs for esteem, and the need to actualize the self, in that order.

1. The physiological needs.  

These include the needs we have for oxygen, water, protein, salt, sugar, calcium,

and other minerals and vitamins.  They also include the need to maintain a pH

balance (getting too acidic or base will kill you) and temperature (98.6 or near to

it).  Also, there’s the needs to be active, to rest, to sleep, to get rid of wastes

(CO2, sweat, urine, and feces), to avoid pain, and to have sex.  Quite a collection!

Maslow believed, and research supports him, that these are in fact individual

needs, and that a lack of, say, vitamin C, will lead to a very specific hunger for

things which have in the past provided that vitamin C -- e.g. orange juice.  I

guess the cravings that some pregnant women have, and the way in which babies

eat the most foul tasting baby food, support the idea anecdotally.

2.   The safety and security needs.  

When the physiological needs are largely taken care of, this second layer of

needs comes into play.  You will become increasingly interested in finding safe

circumstances, stability, and protection.  You might develop a need for structure,

for order, some limits.

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Looking at it negatively, you become concerned, not with needs like hunger and

thirst, but with your fears and anxieties.  In the ordinary American adult, this set

of needs manifest themselves in the form of our urges to have a home in a safe

neighborhood, a little job security and a nest egg, a good retirement plan and a

bit of insurance, and so on.

3.   The love and belonging needs .  

When physiological needs and safety needs are, by and large, taken care of, a

third layer starts to show up.  You begin to feel the need for friends, a

sweetheart, children; affectionate relationships in general, even a sense of

community.  Looked at negatively, you become increasing susceptible to

loneliness and social anxieties.

In our day-to-day life, we exhibit these needs in our desires to marry, have a

family, be a part of a community, a member of a church, a brother in the

fraternity, a part of a gang or a bowling club.  It is also a part of what we look

for in a career.

4. The esteem needs - Next, we begin to look for a little self-

esteem.  Maslow noted two versions of esteem needs, a lower one

and a higher one.  The lower one is the need for the respect of

others, the need for status, fame, glory, recognition, attention,

reputation, appreciation, dignity, even dominance.  The higher

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form involves the need for self-respect, including such feelings as

confidence, competence, achievement, mastery, independence, and

freedom.  Note that this is the “higher” form because, unlike the

respect of others, once you have self-respect, it’s a lot harder to

lose!

5.

The negative version of these needs is low self-esteem and inferiority complexes. 

Maslow felt that Adler was really onto something when he proposed that these

were at the roots of many, if not most, of our psychological problems.  In modern

countries, most of us have what we need in regard to our physiological and safety

needs.  We, more often than not, have quite a bit of love and belonging, too.  It’s

a little respect that often seems so very hard to get!

All of the preceding four levels he calls deficit needs, or D-needs.  If you don’t

have enough of something -- i.e. you have a deficit -- you feel the need.  But if you

get all you need, you feel nothing at all!  In other words, they cease to be

motivating.  As the old blues song goes, “you don’t miss your water till your well

runs dry!”

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He also talks about these levels in terms of homeostasis.  Homeostasis is the

principle by which your furnace thermostat operates:  When it gets too cold, it

switches the heat on; when it gets too hot, it switches the heat off.  In the same

way, your body, when it lacks a certain substance, develops a hunger for it; when

it gets enough of it, then the hunger stops.  Maslow simply extends the

homeostatic principle to needs, such as safety, belonging, and esteem, which we

don’t ordinarily think of in these terms.

Maslow sees all these needs as essentially survival needs.  Even love and esteem

are needed for the maintenance of health.  He says we all have these needs built

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in to us genetically, like instincts.  In fact, he calls them instinctual -- instinct-like

-- needs.

In terms of overall development, we move through these levels a bit like stages. 

As newborns, our focus (if not our entire set of needs) is on the physiological. 

Soon, we begin to recognize that we need to be safe.  Soon after that, we crave

attention and affection.  A bit later, we look for self-esteem.  Mind you, this is in

the first couple of years!

Under stressful conditions, or when survival is threatened, we can “regress” to a

lower need level.  When you great career falls flat, you might seek out a little

attention.  When your family ups and leaves you, it seems that love is again all

you ever wanted.  When you face chapter eleven after a long and happy life, you

suddenly can’t think of anything except money.

These things can occur on a society-wide basis as well:  When society suddenly

flounders, people start clamoring for a strong leader to take over and make

things right.  When the bombs start falling, they look for safety.  When the food

stops coming into the stores, their needs become even more basic.

Maslow suggested that we can ask people for their “philosophy of the future” --

what would their ideal life or world be like -- and get significant information as

to what needs they do or do not have covered.

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If you have significant problems along your development -- a period of extreme

insecurity or hunger as a child, or the loss of a family member through death or

divorce, or significant neglect or abuse -- you may “fixate” on that set of needs

for the rest of your life.

This is Mallow’s understanding of neurosis.  Perhaps you went through a war as

a kid. Now you have everything your heart needs -- yet you still find yourself

obsessing over having enough money and keeping the pantry well-stocked.  Or

perhaps your parents divorced when you were young.  Now you have a

wonderful spouse -- yet you get insanely jealous or worry constantly that they

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are going to leave you because you are not “good enough” for them.  You get the

picture.

5. Self-actualization

The last level is a bit different.  Maslow has used a variety of terms to refer to

this level:  He has called it growth motivation (in contrast to deficit motivation),

being needs (or B-needs, in contrast to D-needs), and self-actualization.

These are needs that do not involve balance or homeostasis.  Once engaged, they

continue to be felt.  In fact, they are likely to become stronger as we “feed”

them!  They involve the continuous desire to fulfill potentials, to “be all that you

can be.”  They are a matter of becoming the most complete, the fullest, “you” --

hence the term, self-actualization.

Now, in keeping with his theory up to this point, if you want to be truly self-

actualizing, you need to have your lower needs taken care of, at least to a

considerable extent.  This makes sense:  If you are hungry, you are scrambling to

get food; If you are unsafe, you have to be continuously on guard; If you are

isolated and unloved, you have to satisfy that need; If you have a low sense of

self-esteem, you have to be defensive or compensate.  When lower needs are

unmet, you can’t fully devote yourself to fulfilling your potentials.

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It isn’t surprising, then, the world being as difficult as it is, that only a small

percentage of the world’s population is truly, predominantly, self-actualizing. 

Maslow at one point suggested only about two percent!

The question becomes, of course, what exactly Maslow means by self-

actualization.  To answer that, we need to look at the kind of people he called

self-actualizers.  Fortunately, he did this for us, using a qualitative method called

biographical analysis.

He began by picking out a group of people, some historical figures, some people

he knew, whom he felt clearly met the standard of self-actualization.  Included in

this august group were Abraham Lincoln, Thomas Jefferson, Albert Einstein,

Eleanor Roosevelt, Jane Adams, William James, Albert Schweitzer, Benedict

Spinoza, and Alduous Huxley, plus 12 unnamed people who were alive at the

time Maslow did his research.  He then looked at their biographies, writings, the

acts and words of those he knew personally, and so on.  From these sources, he

developed a list of qualities that seemed characteristic of these people, as opposed

to the great mass of us.

These people were reality-centered, which means they could differentiate what is

fake and dishonest from what is real and genuine.  They were problem-centered,

meaning they treated life’s difficulties as problems demanding solutions, not as

personal troubles to be railed at or surrendered to.  And they had a different

perception of means and ends.  They felt that the ends don’t necessarily justify

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the means, that the means could be ends themselves, and that the means -- the

journey -- was often more important than the ends.

The self-actualizers also had a different way of relating to others.  First, they

enjoyed solitude, and were comfortable being alone.    And they enjoyed deeper

personal relations with a few close friends and family members, rather than

more shallow relationships with many people.

They enjoyed autonomy, a relative independence from physical and social needs. 

And they resisted enculturation, that is, they were not susceptible to social

pressure to be "well adjusted" or to "fit in" -- they were, in fact, nonconformists

in the best sense.

They had an unchastely sense of humor -- preferring to joke at their own

expense, or at the human condition, and never directing their humor at others. 

They had a quality he called acceptance of self and others, by which he meant

that these people would be more likely to take you as you are than try to change

you into what they thought you should be.  This same acceptance applied to their

attitudes towards themselves:  If some quality of theirs wasn’t harmful, they let

it be, even enjoying it as a personal quirk.  On the other hand, they were often

strongly motivated to change negative qualities in themselves that could be

changed.  Along with this comes spontaneity and simplicity:  They preferred

being themselves rather than being pretentious or artificial.  In fact, for all their

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nonconformity, he found that they tended to be conventional on the surface, just

where less self-actualizing nonconformists tend to be the most dramatic.

Further, they had a sense of humility and respect towards others -- something

Maslow also called democratic values -- meaning that they were open to ethnic

and individual variety, even treasuring it.  They had a quality Maslow called

human kinship or Gemeinschaftsgefühl -- social interest, compassion, humanity. 

And this was accompanied by a strong ethics, which was spiritual but seldom

conventionally religious in nature.

And these people had a certain freshness of appreciation, an ability to see things,

even ordinary things, with wonder.  Along with this comes their ability to be

creative, inventive, and original.  And, finally, these people tended to have more

peak experiences than the average person.  A peak experience is one that takes

you out of yourself, that makes you feel very tiny, or very large, to some extent

one with life or nature or God.  It gives you a feeling of being a part of the

infinite and the eternal.  These experiences tend to leave their mark on a person,

change them for the better, and many people actively seek them out.  They are

also called mystical experiences, and are an important part of many religious

and philosophical traditions.

Maslow doesn’t think that self-actualizers are perfect, of course.  There were

several flaws or imperfections he discovered along the way as well:  First, they

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often suffered considerable anxiety and guilt -- but realistic anxiety and guilt,

rather than misplaced or neurotic versions.  Some of them were absentminded

and overly kind.  And finally, some of them had unexpected moments of

ruthlessness, surgical coldness, and loss of humor.

Two other points he makes about these self-actualizers:  Their values were

"natural" and seemed to flow effortlessly from their personalities.  And they

appeared to transcend many of the dichotomies others accept as being

undeniable, such as the differences between the spiritual and the physical, the

selfish and the unselfish, and the masculine and the feminine

Supervisor’s Role and Motivational Models

Supervisor and management for that purpose have the responsibility to assess

the motives and needs of the workers to decide that how best they can be

fulfilled. Each individual must be analyzed separately to discover his motives.

Observation, written attitude, interviews, assessment of previous goals and other

possible sources of need information may be reviewed. However, it is very

difficult to answer the question “What motivate people?” Many factors may be

listed like money, good working environment, challenging work, responsibility,

praise for good work, the communication system and an opportunity for growth

& advancement. There may be several other factors but probably the means for

meeting these needs can be used to motivate the employees. However, motivation

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may be weak or strong depending upon the incentive offered by the employer,

which releases workers ability and potential in relation to his needs.

Rules for Using Positive Reinforcement

To effectively use PR on the job certain rules or procedure must be followed.

Using reward to modify the behavior of the people would seem to follow the logic

of common sense. Nevertheless, it is a specialized procedure requiring systematic

approach. Typically, a behavioral consultant is called to design a behavior mod

program and train supervisor on how to do the program. Despite these

procedure statements if you have a genuine interest in the welfare of the People

you can learn to make a productive use of PR from the standpoint of the person

being motivated.

1. An Appropriate Reward Must be Used

Most motivational theory point to the idea, that the way to motivate the

people is to use a reward that is meaningful to each particular person. If

you were a status hungry technician you might work hard just for the

opportunity to have a parking space just near the engineering chief’s

parking space. People display individual difference with respect to which

reward will satisfy which basic need. For example money may not be a

right reward for the person with a large family inheritance. Despite this

individual difference, a couple of illustrative general statements are in

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order. The need for self-fulfillment or self-actualization receiving a

favorable performance appraisal challenging work assignment or

promotion.

2.Reward should Vary With The Size Of The Contribution

Your boss is unlikely to do an effective job of motivating you, if all your

co-workers have received a same size of reward. If you have made a

substantial progress in reducing the production of defective parts, you

should receive more recognition than somebody else.

2. Beginners Should Be Rewarded for Nay Effort They Make In

The Right Direction

You have begun somewhere for making improvement. Assume that your desk is

so messy that you lose some important files. Your boss is not obsessed with the

orderliness, but he recognizes that you sloppy work habits interfering with your

productivity, using PR approach, your boss should reward you whenever he

comes across your clean and orderly desk. For example if you boss notices that

you no longer keep old coffee cups on your desk, he might comment “ I can

already see an improvement in your work area, keep up the progress” Although

this process sounds elementary, shaping of behavior towards a planned objective

increases the probability that you will make bigger changes in near future.

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3. You Should Be Rewarded Occasionally When You Do The

Right Thing

Intermittent reinforcement is more important than continuous

reinforcement for sustaining the right behavior. If you worked as a shoe

store manager it might be rewarding to you if on an occasional visit to

store your boss told you everything looked just fine keep this up and you

will a difference in your salary.

If you boss gives, the same pep talk every week the reward would lose its

impact. Of worse consequences, you might come to depend on the reward

to perform good work.

4. You Should Get You Reward Quickly After Doing The Right

Thing

Assuming that money motivated you, you would be more likely to work

hard if hard work led to quick cash. If were selling financial investments

you would tend to keep on prospecting much more readily if you receive

your commission every month rather than after every six months.

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5. You Have To Know What Has To Be Done To Get

Rewarded

You need some kind of feedback device in your work to set. You knew

when you have done a good job. If you were a good quality control

technician, it would be helpful for your boss to tell you “ I will see to it

that are promoted to senior technician provided you decrease customer

returns on a product say X by 15 percent over the next four months.

One of the many reason that a basketball game so motivational is that

the path to a reward is clear-cut. A player can readily see that pitting

the ball through the hoop, a reward will be forthcoming. Feedback is

immediate in these circumstances.

6. You Have To Know When You Are Going Wrong

If your boss patiently tells you what you are doing wrong, you will know

what needs to be done to get rewarded. Suppose a secretary is filing too

many documents under the miscellaneous file. The secretary must be

told that this act would result in to time wastage if a particular file needs

to be searched. Your system needs to be more efficient. The purpose of a

filing system is to be able to find information quickly when you need it.

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7. You Should Receive A Realist Reward

An effective reward tends to commensurate with the constructive

behavior. Suppose your boss is trying to get you to be more assertive

with the customers. When you do behave more assertively, you should

be rewarded with encouragement of a reasonable sort. Your boss would

be overdoing praise if he or she says that he think that could become a

great sales representative in the region. Such encouragement would lose

their importance because the praise is not genuine.

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Research Methodology

Research designs that are used in the study are as follows:-

1. Exploratory research Design

The purpose of an exploratory research is a systematic research is

primarily to understand and develop hypothesis to cover all possible

outcomes. A thorough exploratory research lays the foundation of a good

research design, which would satisfy the research objectives. Sometimes

exploratory research itself may be enough to solve the problem.

2. Conclusive Research

In contrast to the exploratory research, which is, systematic collection of

the information needed its analysis and finding as per the research

objectives conclusive research follows exploratory research.

A large number of observations were possible to achieve.

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The results were valid and reliable.

The study is properly structured such that no misinterpretation of data is

allowed.

Method Of Data Collection

The data was collected through primary source through records and discussions

with the concerned authority and top level management and middle/lower level

management and from employees working in the organization with the help of

questionnaire method. The respondents who were provided a set of structured

question filled the questionnaire and feedback was obtained by personally

administering the discussion on question by respondent. Questionnaire method

is very versatile almost every problem can be approached by this method.

Knowledge, opinion, motivation and intent are usually not open to observation.

Multiple-choice question were introduced as they are faster to administer. They

lend themselves to analysis using various statistical techniques. They are not

prone to interviewer bias.

Sampling Method

The sample design includes the following:-

1. The Sampling Unit

The sampling unit consists of the employees working at the top-level,

middle-level and lower level management in the organization.

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2. The selection of Sample Item

The method used in the present study was non-probability method. In

this method every item in the universe does not have a known chance

of being included in the sample. Thus selection process is partly

subjective.

3. The Sample Size

The sample size in the project was taken as 10 employees working at

the top-level management and 25 employees working at the middle

and 30 at lower level management in the organization.

The systematic sampling procedure was preferred in the preparation of this

project because of the following reasons:-

1. Economy of Times

It requires less time to make the study.

2. Minimization of Errors

Systematic sample reduces the chances of mistakes and errors.

3. Accuracy of Results

The results obtained were comparatively more accurate and

precise.

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By using systematic sampling with this sample size, it was easy to administer the

questionnaire. The questionnaire easy to understand and accept and more

accurate results were obtained which were valid under most of the

circumstances.

Questionnaire Method

Questionnaire was designed keeping in mind the information required. Special

care was taken in incorporating easy language in the questions so that the

respondents are in a position to easily understand them and answer accordingly.

During the course of framing the questions, it was kept in mind that there should

be no ambiguity in the questions.

Multiple-choice questions were taken to facilitate the pin pointing answering by

the respondent, beside such questions are easy to administer.

Conclusion71

The organization is very well established with sound policies. My visit to the

company was educative and informative. I found that HRD department is

complete in all senses and is working reasonably well.

The general impression from the study and discussion with the staff & worker of

the company regarding worker’s participation was average though the level was

not found to be very high. Reason to this may be attributed to the problem of

status between staff and workers.

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Limitations

There were few limitations, which were uncommitted while conducting this

project but these limitations could not restrict the progress and completion of the

present study.

Some of the inevitable limitation that crept in the study are as under:-

1. Some of the respondents were not genuinely helpful, cooperative and

responsive. They were hesitant to fully disclose the information with the

research.

2. Most of the employees were busy, due to some work of the

organization

3. There was much difficulty in approaching the higher management

employees

4. Latest data of the company and books concerned were not easily

available.

5. The options offered in the questionnaire were at time, not correctly

interpreted by the employees of lower level management.

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6. Most of the employees other than that of personnel department wee not at

all cooperative.

7. Employees of lower level did not take the questionnaire seriously.

8. A certain degree of fear and devotion towards the organization was a

hurdle while conducting the research.

9. For certain workers at lower questionnaire were a source of showing their

frustration.

Recommendations/Suggestions

After gathering a wide variety of information on the various aspects of

motivational approach in the company, few recommendations are worth

attention.

1. Responsibility without authority can be destructive. Management should not

order, but should inspire. It should not impose but influence.

2. Management should make every employee of the organization give their hearts

not just heads to the goals.

3. A timely presentation of the work done should be there to the top management

4. Teamwork in all operational process must be encouraged. Equip people with the

skills necessary to perform their duties.

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5. Allow the voice of the workers to be heard.

6. The management should let his people know that it consider them valuable

capable individual.

7. Provide the employee enough work.

8. Dress code should be there.

9. Employee should be informed in advance about the changes, which are planned

in the organization.

10. Suggestion system can be a strong employee motivation because the employees

are given the opportunity to say something. This will increase the sense of belonging.

11. The fear motivation should be completely abolished though it works well in the

short run but is an ineffective long term strategy.

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Annexure

Questionnaire for Workers

Date

Tick the followings questions as per your choice and experience.

Are you referred when complicated problem arises?

Yes No Average

Are you satisfied with your salary?

Yes No Average

Are you satisfied with the welfare facilities given by the company?

Yes No Average

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What is your choice regarding your relationship with the management?

Good Bad Normal

Does your company organize annual social function?

Yes No if, required

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Questionnaire for Management

Date

Tick the followings questions as per your choice and experience.

Do your workers follow your instructions?

Yes No Average

Do your workers complete the job in time?

Yes No Average

Do they misuse union resources?

Yes No Average

What is your choice regarding your relationship with the workers?

Good Bad Normal

Do you have a program to assist employees when their personal problems

may affect your on-job productivity?

Yes No if, required

Do you have well understood pay for performance compensation

program?

Yes No if, required

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BIBLIOGRAPHY

Web Sites :

www.dabur.com

www.google.com

Books:

Human Resource Management

By: - Dr. C.B. Gupta

Human Resource & Personnel Management

By: - K Aswathappa

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