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A Study on Employee Motivation

INTRODUCTION

Introduction to Motivation

At one time, employees were considered just another input into the production

of goods and services. What conceivably changed this way of thinking about

employees was research, referred to as the Hawthorne Studies, conducted by Elton

Mayo from 1924 to 1932 (Dickson, 1973). This study found employees are not

motivated solely by money and employee behaviour is linked to their attitudes

(Dickson, 1973). The Hawthorne Studies began the human relations approach to

management, whereby the needs and motivation of employees become the primary

focus of managers (Bedeian, 1993).

Motivation Theories

Understanding what motivated employees and how they were motivated was

the focus of many researchers following the publication of the Hawthorne Study

results (Terpstra, 1979). Five major approaches that have led to our understanding of

motivation are Maslow's need-hierarchy theory, Herzberg's two- factor theory,

Vroom's expectancy theory, Adams' equity theory, and Skinner's reinforcement

theory.

According to Maslow, employees have five levels of needs (Maslow, 1943):

physiological, safety, social, ego, and self- actualizing. Maslow argued that lower

level needs had to be satisfied before the next higher level need would motivate

employees. Herzberg's work categorized motivation into two factors: motivators and

hygienes (Herzberg, Mausner, & Snyderman, 1959). Motivator or intrinsic factors,

such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic

factors, such as pay and job security, produce job dissatisfaction.

Vroom's theory is based on the belief that employee effort will lead to

performance and performance will lead to rewards (Vroom, 1964). Rewards may be

either positive or negative. The more positive the reward the more likely the employee

will be highly motivated. Conversely, the more negative the reward the less likely the

employee will be motivated.

Shakuntala Devi International Institute Of Management Sciences Page 1


Motivation Defined

Many contemporary authors have also defined the concept of motivation.

Motivation has been defined as: the psychological process that gives behavour

purpose and direction (Kreitner, 1995); a pre disposition to behave in a purposive

manner to achieve specific needs (Buford, Bedeian, & Lindner, 1995); an internal

drive to satisfy an unsatisfied need (Higgins, 1994); and the will to achieve (Bedeian,

1993). For this paper, motivation is operationally defined as the inner force that drives

individuals to accomplish personal and organizational goals.

The Role of Motivation

Why do we need motivated employees? The answer is survival (Smith, 1994).

Motivated employees are needed in our rapidly changing workplaces. Motivated

employees help organizations survive. Motivated employees are more productive. To

be effective, managers need to understand what motivates employees within the

context of the roles they perform. Of all the functions a manager performs, motivating

employees is arguably the most complex. This is due, in part, to the fact that what

motivates employees changes constantly (Bowen & Radhakrishna, 1991). For

example, research suggests that as employees' income increases, money becomes less

of a motivator (Kovach, 1987). Also, as employees get older, interesting work

becomes more of a motivator.

Purpose

The purpose of this study was to describe the importance of certain factors in

motivating employees at the Piketon Research and Extension Center and Enterprise

Center. Specifically, the study sought to describe the ranked importance of the

following ten motivating factors: (a) job security, (b) sympathetic help with personal

problems, (c) personal loyalty to employees, (d) interesting work, (e) good working

conditions, (f) tactful discipline, (g) good wages, (h) promotions and growth in the

organization, (i) feeling of being in on things, and (j) full appreciation of work done.



THEORITICAL FRAME WORK

There are several approaches of motivation. These theories of motivation are

broadly classified into content theories, process theories and reinforcement theory.

Theories of Motivation

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Content theories Process theory Reinforcement theory

Scientific management Vrooms

Human Relations Expectancy

Carnot and stick approach Porter & Lawler

Theory X,Theory Y and Theory Z Adams Equity

Maslows hirachy theory Goal setting

Herzberg two factor theory

Aldfers ERG

McClelland theory and needs

Content Theories of Motivation

These theories deals with identifying the needs of the people and how they

priorities them.

Carnot and Stick Approach

This theory advocates that people are motivated under two conditions

1. When they are offered rewards

2. When they are punished or penalized

They rewards are offered for better performance and penalties are imposed

when performance is lagging being a standard performance.



Theory X, Y and Z

Douglas Mc. Graford posed two alternative theories with different views on

human beings. One view is basically negative of human beings called theory X and

basically other is positive of humans and called theory Y.

Assumptions of Theory X

It is a traditional set of assumptions.

a) The typical person dislikes work and avoids it

b) He lacks responsibilities and resistance to change

c) Most people are self-centered and must be motivated through negative

motivational techniques.

Assumptions of Theory Y

This has modern, positive and supportive approach to human

1. People will view work as being as natural as rest or play.

2. People will exercise self-direction an self-control in work.

3. An average person can learn to seek responsibility.

4. People have potential and they have imagination and creativity that can be

applied to work.

Theory Z

William ouch proposed a hybrid model that blends the successful Japanese

managerial skills and assessment of us worker’s needs.

Its features are

Long term employment

Non specialized careers

Individual responsibility

Concern for total person

Slower promotion rate.



Maslow's theory of hierarchy

According to this theory, the human needs from a hierarchy. As one set of

needs are satisfied, they no longer work and man seeks to satisfy the next level need.

He classified needs into five categories.

a) Physiological needs : Foods, water, shelter, sleep and sexual satisfaction

b) Security aim safety needs: Security plans, membership unions, severance pay

etc.,

c) Social needs: human relations, formal and informal work groups.

d) Esteem needs: power, prestige promotions, awards. Etc.,

e) Self-actualization needs: this is highest need in hierarchy. This refers the

desire to become what one is capable of becoming.

Need for Self-Actualization

Esteem Needs

Social Needs

Security & Safety Needs

Physiological Needs

Whereas Maslow theory specifies that the needs be activated in order from lowest to

highest Alder’s theory specifies that the needs can be activated in any order. His

approach is much simpler than Maslow’s. Alder specifies that there exist three main

needs as opposed to five postulated by Maslow. This human basic needs include

existence, relatedness and growth. These needs according to Alder need not

necessarily activated in any specific order and may be activated at any time.

According to him Existence needs corresponds to Maslow’s physiological needs and

safety needs. Relatedness needs corresponds to Maslow’s social needs and growth

needs corresponds to esteem and self-actualization needs by Maslow Below is a

summary of these needs that in this thesis are divided into Deficiency

needs(Psychological, safety, social needs) and Growth needs (esteem, self-

actualization needs).Factors Explanation



Physiological needs are the need at the bottom of the triangle and include the

lowest order need and most basic. This includes the need to satisfy the

fundamental biological drives such as food, air, water and shelter. According to

Maslow organizations must provide employees with a salary that enable them to

afford adequate living conditions. The rationale here is that any hungry employee

will hardly be able to make much of any contribution to his organization.

Safety needs this occupies the second level of needs. Safety needs are activated

after Physiological needs are met. They refer to the need for a secure working

environment free from any threats or harms. Organizations can provide these need

by providing employees with safety working equipment e.g. hardhats, health

insurance plans, fire protection etc. The rationale is that employees working in an

environment free of harm do their jobs without fear of harm.

Social needs: This represents the third level of needs. They are activated after

safety needs are met. Social needs refer to the need to be affiliated that is (the

needed to be loved and accepted by other people). To meet these needs

organizations encourage employees Participation in social events such as picnics,

organizations bowling etc.

Esteem needs this represents the fourth level of needs. It includes the need for

self-respect and approval of others. Organizations introduce awards banquets to

recognize distinguished achievements

Self-actualization: This occupies the last level at the top of the triangle. This refers

to the need to become all that one is capable of being to develop ones fullest

potential. The rationale here holds to the point that self-actualized employees

represent valuable assets to the organization human resource. Most research on the

application of need theory found that although lower-level managers are able to

satisfy only their deficiency needs on the jobs, managers at the top level of

Organizations are able to satisfy both their deficiency and growth needs

(Greenberg &Baron2003 p.194) this view was supported by Shipley & Kelly

(1988, p.18)Shipley & Kelly (1988, p.18) argue that as “need satisfaction is an

attitude, and that it is perfectly possible for a worker to be satisfied with his/her

need, but not be motivated the Reverse of which holds equally true. Hence, need

satisfaction and motivation are not synonymous and both need fulfillment and un-

fulfillment can have negative as well as positive influence on motivation



Criticisms of Maslow’s Need theory of motivation

Maslow proposed that if people grew up in an environment in which their

needs are not meet, they would be unlikely to function healthy, well-adjusted

individuals. Research testing Maslow’s theory has supported the distinction between

the deficiencies and growth needs but Showed that not all people are able to satisfy

their higher-order needs on the job. According the results of the research managers

from higher echelons of organizations are able to satisfy both their growth and

deficiency needs lower level managers are able to satisfy only their deficiency needs

on the job. Maslow’s theory has not received a great deal of support with respect to

specific notion it proposes (Greenberg &Baron 2003, p195). To them this model is

theorized to be especially effective in describing the behavior of individuals who are

high ingrowths need strength because employees who are different to the idea of

increasing their growth will not realize any physiological reaction to their jobs.

Centers & Bengal (1966, .193) in their carried out among a cross-section of the

Working population in Los Angeles, posited survey “background factors, altitudes

and aspirations affects worker’s needs, expectations and situation assessment”.

According to Graham & Messner (1998, p.196) there are generally three major

criticisms directed to the need theory and other content theories of motivation.

(a) There is scant empirical data to support their conclusions,

(b) They assume employees are basically alike, and

(c) They are not theories of motivation at all,

But rather theories of job satisfaction. This was supported by the views of Nadler &

Lawler (1979) in Graham &Messner (2000, p 188).Nadler & Lawler (1979) cited in

Graham &Messner (2000, p.198) were also critical of the need theory of motivation.

They argue that the theory makes the following unrealistic assumptions about

employees in general that:

(a) All employees are alike

(b) All situations are alike and that

(c) There is only one best way to meet needs.

Another critic to this view was Basset-Jones & Lloyd (2004, p 961).Basset-Jones &

Lloyd (2004, p 961) presents that in general, critics of the need theory argue that it is

as a result of the natural feeling of employees to take credit for needs met and

dissatisfaction on needs not met. Nonetheless and regardless of the heavy criticism



levied at the hierarchy of need theory, I Believe that this theory has a made a

significant contribution in the field of organizational behavior and management

especially in the area of employee motivation and remains attractive to both

researchers and managers alike. The incorporation of the need theory into the work

environment today could be as a result of the contributions made so far by Maslow’s

Hierarchy of need theory.

Purpose of Study

There are numerous definitions for employee motivation, but for the purpose

of this study employee motivation has been defined by Robbins, (1993), (as cited in

Ramlall, 2004), as: “the willingness to exert high levels of effort toward

organizational goals, conditioned by the effort’s ability to satisfy some individual

need.” As employee motivation is an important topic in hospitality literature, there

has not been a study profiling hourly tipped and non-tipped restaurant workers’

motivations in the United States. For that reason, this study desires to provide

practitioners in the restaurant industry a comparison and analysis of employee

motivation between the two employment groups and their level of organizational

commitment.

Background of Study: A Review of Literature

Employee motivation has been proven to be a long term success factor in

many organizations; however, many organizations still overlook the topic (Kovach,

1995). Employee motivation has been studied in the hospitality literature with

various approaches and theories. In satisfying the purpose of this study current

theories of motivation are divided into four categories: employee motivation need

theories which profile motivational need theorists Maslow (1943) and McClelland

(1961), employee motivation equity theories which explain the theories of Adams

(1963), based off of prior work by Festinger (1957), employee motivation expectancy

theories developed by

Vroom (1964), expanded by Hackman & Porter (1968), and further extension

of expectancy theory by Porter & Lawler (1968), and task and goal employee

motivation theories developed by Herzberg (1959), Locke & Latham (2002) based

from prior work of Ryan (1970), Reynolds (2002) derived from Rosenthal &



Jacobson (1968), followed by Hackman & Oldham (1968) and concluding with

McGregor (1960).

Employee motivation in the hospitality industry can be defined a force that

pushes people to make a particular job choice, remain at the job, and put in effort

(Simons & Enz, 1995). The hospitality industry has published three studies in various

parts of the world describing motivations of hotel workers measured by a scale

developed by Kovach (1995) called the ten job motivating factors. The respondents

in all three studies, ranked the ten job motivating factors one to ten, with one as the

most important and ten as the least important. In the study of the Caribbean hotel

workers, Charles & Marshall (1992) divided respondents into two categories:

organismic and organizational dimensions. The organismic variables were

characteristics that the workers possessed and brought with them to the work

situation. These variables included: age, gender, and education (Charles & Marshall,

1992). Organization variables were the characteristics that the workers acquired as a

result of their employment. These organizational variables included: the rank in the

organization, amount of guest contact in their position, and the number of years in

that current position (Charles & Marshall, 1992).

Wong, Siu, & Tsang (1999) utilized the ten job factors survey in the same

manner ranking the ten job motivating factors one to ten, with one as the most

important and ten as the least important. Wong, Siu, & Tsang (1999) divided the ten

job motivating factors in-to two variables: intrinsic and extrinsic variables. The

intrinsic variables consisted of: a feeling of being involved, supervisor’s help with

personal problems, interesting work, promotion or career development, supervisor’s

help with personal problems, and full appreciation of a job well done. The extrinsic

variables are: job security, good wages, tactful discipline, and good working

conditions (Wong, Siu, & Tsang, 1999).

Simons & Enz (1995) also applied the ten job factors survey in the United

States and Canada surveying hotel workers, ranking the ten job motivating factors

one to ten, with one as the most important and ten as the least important. Their

studied revealed that different departments within a hotel respond to different

motivators. They found significant differences in some demographic variables such



as age but no significance in gender. Simons & Enz (1995) recommend asking an

individual if you do not know their motivation.

To better understand tipped workers, it is good to have an understanding of the

practice of tipping. According to Azar (2003), “tipping is a phenomenon that

illustrates that economic behaviour is often motivated by social norms and

psychological reasons.” Over three million people earn income in the U.S. from tips

(Wessels, 1997; Azar, 2003). Ac-cording to Lynn et al (1993), (as cited by Azar,

2003), there are over thirty-three service professions that receive tips.

Azar (2003) claims that tipping has implications for economics and

management in four ways:

1.) As a social norm tipping has implications for social economics,

2.) People tip because of feelings of embarrassment or unfairness signifying

implications for behavioural economics,

3.) As tipping is a source of income for over 3 million people, tipping is

connected with labour economics, and

4.) Research performed by Lynn (2003) states a common fallacy that judging

the amount of gratuity a server receives is commonly believed to be a representation

of their service level.

Lynn (2003) was able to prove that this is not the case. Studies conducted by

Lynn (2003, 2001) state that many restaurant managers rely on tips as a motivator, an

incentive to provide good service. However, the servers themselves do not correlate

this relationship (Lynn, 2003).

Motivators for tipped employees may have more of a relationship with their

immediate supervisor or manager (Lynn, 2003, 2001). Weaver (1988) states that

hourly employees in the hotel industry are better in tune with their motivation needs

than management and perceive motivation programs as ‘hot air’. In response to those

feelings, Weaver (1988) developed Theory M as a potential motivator for hourly

employees. The main postulate of this theory is to make employees feel that they are

being paid what they are worth (Weaver, 1988). According to Weaver (1988), he

argues that raising minimum wage will not produce the same effect as the incentive

because it is not the same as being paid for what you are worth. Weaver (1988)



argues that if all tipped employees’ wages were tied to their output, the industry may

be able to solve its motivation problems.

There has been many definitions for organizational commitment beginning

with Becker (1960) describing the concept of commitment as, “consistent lines of

activity.” For the purpose of this thesis, organizational commitment is defined as “the

relative strength of an individual’s identification with and involvement in a particular

organization,” (Mowday, Steers, & Porter, 1979). Organization commitment has

received much attention in social science literature and has been studied in the

hospitality literature with various approaches and theories. This study approaches

existing theories of organizational commitment divided into four categories:

organization commitment defined by Mowday, Steers, & Porter (1979), based off of

the prior work of Becker (1960), the development of side-bet theory from Meyer &

Allen (1984), social relation-ships and organizational commitment by Madsen,

Miller, & John (2005), and various applications in the hospitality industry.

Employee Motivation Need Theories

Employee motivation is based on a force that pushes people to make a

particular job choice, remain at the job, and put in effort (Simons & Enz, 1995).

Motivational need theorists derive that a need can evolve from physiological or

psychological deficiencies that arouse behaviour (Ramlall, 2004). According to

Ramlall (2004) employee motivation need theories are defined by as “internal factors

that energize behaviour.” Another definition of employee motivation is defined by

Robbins (1993) (as cited in Ramlall, 2004) as: “the willingness to exert high levels of

effort toward organizational goals, conditioned by the effort’s ability to satisfy some

individual need.” Therefore to engage in the practice of motivating employees,

employers must understand the unsatisfied needs of the employee groups. Unsatisfied

needs can be defined as “tension that stimulates drives within the individual,”

(Ramlall, 2004). In this context this type of tension presents a goal for the worker

because the worker carries out ‘search’ behaviour to satisfy the deficient need,

thereby reducing the perceived tension (Ramlall, 2004).



Maslow’s Theory

According to Maslow (1943) human needs can be arranged in a hierarchical

manner with lower level needs being a prerequisite of higher order needs. The

bottom tier consists of physiological needs, i.e.: food and shelter. After an individual

has accomplished gratification of the physiological needs, the next tier progresses to

needs consisting of: safety and security needs. Needs for love, affection, and

belongingness exist in the tier above safety and security, and begins to start higher

level needs as the two bottom tiers were physical needs. This next tier above social

needs consists of ego and esteem needs. After these needs are met the final tier

consists of the need for self-actualization, to be completely developed as a person.

(Maslow, 1943) According to Maslow, (as cited by Tesone, 2005) self-actualization

or ego needs could never be fully satisfied.

Champagne and McAfee in their book, Motivating Strategies for Performance

and Productivity: A Guide to Human Resource Development, (as cited in Ramlall,

2004), provided a list of employee needs based on Maslow’s hierarchy. However,

depending on the worker and organization, these needs can vary (Ramlall, 2004).

McClelland’s Theory

McClelland’s (1961) in a text titled “The Achieving Society,” notes that Freud

pioneered the notion that one need may satisfy other motives. McClelland defined

needs into three categories: 1.) the need for achievement, 2.) the need for affiliation,

and 3.) the need for power. (McClelland, 1961) The achievement need is described as

a desire for achievement, combined with other influences such as social approval,

and ability. The affiliation need is described as a concern for establishing,

maintaining, or restoring positive relationships. People with affiliation needs are

seeking approval (McClelland, 1961). The need for power is described as a superior

person that can control or influence a subordinate. McClelland states that these needs

can influence their management style. High affiliation people tend to not perform

well as managers because of their need to maintain positive social relationships.

People with high power needs and low affiliation tend to be successful leaders, while

people with high achievement needs tend to perform well as entrepreneurs

(McClelland, 1961; Ramlall, 2004.)



Ross (1992) decided to explore McClelland’s need theory into four dimensions

consisting of achievement, affiliation, dominance and autonomy. Ross investigated

these needs using a test validated by Steers and Braunstein (as cited by Ross, 1992)

measuring these four dimensions in the workplace called the Manifest Needs

Questionnaire. Potential employees of the hospitality industry which were students in

their last year of high school in Australia were surveyed. The study concluded that

these students felt that the four needs of: achievement, affiliation, dominance and

autonomy were important and should be recognized in running a tourism

organization (Ross, 1992).

Ross (1997) investigated McClelland’s need theory in the tourism industry. He

applied McClelland’s motivation concepts which are usually applied to work settings

and focused them to backpacker tourist behavior (Ross, 1997). The three postulates

of McClelland’s need theory: power, affiliation and achievement have been adapted

to this study. McClelland (as cited by Ross, 1997) has argued that the need for power

coincides with an individual’s need to control their environment. The environment

can consist of surroundings and/or other persons (Ross, 1997). According to

McClelland (1965), the need for affiliation is caused by a need for social acceptance,

friendship or belonging. The need for achievement is regarded with individuals that

seek high personal accomplishment, enjoy taking risks, research the environment,

and desire feedback (Ross, 1997). Ross (1997) gathered a sample of 273 backpackers

traveling in Australia’s north-eastern seaboard.

The major findings of this study revealed that two need motivators were

important to this type of tourist: the need for power, (which is described as

environmental controllability) and achievement (Ross, 1997). The individuals in the

study that had high need for achievement also placed high value on vacations, and

may be more likely taken by people with higher levels of need achievement (Ross,

1997). This investigation successfully applied two postulates of McClelland’s need

theory to backpacker tourists in Australia: achievement and power. Further studies in

different types of markets would be necessary to seek application of all postulates of

the theory (Ross, 1997).

Employee Motivation Equity Theories

Adam’s Theory



Equity theory has strong foundations in the work of Adams (1963, 1965).

Adams developed his inequity theory based on the work of Festinger (1957) (as cited

in Adams, 1963) and his theory of cognitive dissonance. Adams (1963) describes

cognitive dissonance theory into two assumptions, first stating that a presence of

inequity will create a tension. The size of the tension is variable considering the

amount of inequity. Secondly, the tension created will drive the possessor to strive to

reduce that tension (Adams, 1963). Equity theory contains three main premises: the

first premise states that employees should sense that their contributions are returned

in a fair and equitable manner (Carrell & Dittrich, 1978; Ramlall, 2004).

The second premise states the concept of social comparison. Social

comparison is how employees believe their outcomes should be returned based on

their inputs. Inputs consist of skills, education, and effort and out-comes consist of

compensation, fringe benefits, promotion, and job status (Adams, 1963; Carrell &

Dittrich, 1978). The last premise of the theory suggests that if an employee senses

themselves in an inequitable situation, they will seek to reduce the inequity (Adams,

1963; Carrell & Dittrich, 1978). The individual may attempt to resolve the inequity

by cognitive dissonance (Adams, 1965) or alteration of inputs and outcomes, or by

leaving the organization (Carrell & Dittrich, 1978).

Equity theory was applied to the hospitality industry in a recent study by

Susskind (2002). Susskind (2002) interpreted equity theory with restaurant

consumers’ word-of-mouth communication patterns. Consumers assess their

experiences based on what they to measure these experiences, Susskind (2002)

interviewed 310 shopping mall patrons in the eastern and Midwestern United States

at a table in front of the mall’s food court. Each participant was given a lottery ticket

for participating in the survey. Participants were asked to describe a recent complaint

in a restaurant setting within the past six months that was brought to the service

provider’s attention.

The next question was to describe the resolution of the complaint. Examining

Figure 2 in this study explains Susskind’s (2002) process. Susskind (2002)

categorized these complaints into two dimensions: food related and service related. A

two-by-two classification was constructed using degree of correction of the



complaint (high or low correction), and the experience outcome (positive or

negative). The output was a four square matrix consisting of

1.) Low degree of correction and negative outcome,

2.) Low degree of correction and positive outcome,

3.) High degree of correction and negative outcome,

4.) High degree of correction and positive outcome, (Susskind, 2002).

The inequity resulting in these restaurant dining situations follow two

postulates of Festinger’s (1957) cognitive dissonance theory (as cited in Adams,

1965). The first postulate is that there is the presence of inequity creating tension,

and that the tension is relative to the extent of the inequity. The second postulate is

that the tension will motivate the person to achieve equity (Adams, 1965). However

it should be understood for equity to be achieved in restaurant service recovery

situations the correction must be as close to that customer’s desire as reasonable

(Susskind, 2002).

Employee Motivation Expectancy Theories

Vroom’s Theory

Vroom (1964) developed expectancy theory, a theory of work motivation.

Expectancy theory can be defined as: The three components of this theory are

valence, instrumentality, and expectancy (Vroom, 1964). Valence is developed from

prior work developed by Lewin (1938), & Tolman (1959), (as cited by Vroom, 1964)

meaning to be understood to describe preferences, or “affective orientations toward

outcomes” (Vroom, 1964). An outcome is can be labeled as positive or approach

outcome, negative or avoidance out-come (Vroom, 1964).

Positively valent outcomes are outcomes in which the individual would prefer

attaining the outcome to not attaining the outcome, and negatively valent outcomes

are when the individual prefers not attaining the outcome to attaining the out-come

(Vroom, 1964). Vroom (1964) goes on to describe that there may be differences

between the satisfaction the person expects to receive and actual satisfaction.

Anticipated satisfaction is noted as valence, and actual satisfaction is labeled as value

(Vroom, 1964). This theory also highlights the level of motivation as compared the



outcome of performance (Ramlall, 2004). However, not all outcomes that are

positively or negatively valent to the individual are expected to be satisfying or

dissatisfying. Performance may be enhanced to enhance status in the community or at

work through promotion (Vroom, 1964).

Instrumentality is the second postulate of the theory which is explained as a

“probability belief linking one outcome to other outcomes,” (Ramlall, 2004). An

outcome will be positively valent if the individual believes that the outcome contains

high instrumentality for the attainment of positively valent outcomes and avoidance of

negatively valent out-comes (Ramlall, 2004). The last concept of the theory is labeled

as expectancy. Vroom (1964) defines expectancy as the passing belief that an instance

will be followed by a particular outcome. This differs from the concept of

instrumentality because it is an out-come-outcome association, whereas expectancy is

an action outcome association (Vroom, 1964).

Hackman & Porter

Hackman & Porter (1968) tested expectancy theory predictions of effort in an

on-going work situation utilizing measurement techniques from the attitude theory of

Fishbein (1963) (as cited by Hackman & Porter, 1968). These predictions were

attempting to diagnose and change the motivation levels of individuals (Hackman &

Porter, 1968). An equation for measurement of expectancy was based on the two

factors,

1.) The strength of which the individual expects outcomes from the act, times

2.) The attractiveness of the expected outcome.

The equation is condensed as, “force equals expectancy times valence,” F= E

x V (Hackman & Porter, 1968). The researchers gathered a sample of 82 female

service representatives at three comparable sized telephone company offices that have

been employed at least three months (Hackman & Porter, 1968). The participants took

an anonymous questionnaire that contained measures of expectancy and valence. The

first part measured positive or negative valences (expectancy) and the second part

measure outcomes on a seven point scale. This study was able to identify an

individual’s perceptions and evaluations that increase their motivation to work hard

and those that detract from motivation (Hackman & Porter, 1968). In Figure 4,



derived from Hackman & Porter, (1968) patterns of expectancy and valence can be

followed to find motivation.

For instance, those individuals with high expectancy and high positive

valence will have enhanced motivation, while those individuals with high expectancy

and high negative valence will have detracted motivation, and those individuals with

low expectancy, and neutral valences will have little or no effect on their motivation

(Hackman & Porter, 1968). The benefits of diagnosing the work situation will enable

changes to be made to increase a performer’s motivation. Hackman & Porter (1968)

suggest

1.) Providing new outcomes which have value for the worker resulting

from hard work,

2.) Changing expectancies so that hard work and positively valued

outcomes are strengthened, or changing the link between hard work and

negatively valued outcomes, or

3.) Changing the valences of existing outcomes (Hackman & Porter, 1968).

Task and Goal Employee Motivation Theories

Herzberg’s Two Factor Theory

Herzberg began research on factors that affect job motivation in the mid

1950’s (Ramlall, 2004). Herzberg (1959) developed his two factor theory derived

from work of Mayo and Coch & French (as cited by Herzberg, 1959). Mayo (as cited

by Herzberg, 1959) discovered that relationships between workers and their

supervisors had more of an effect on worker output than any kind of manipulation of

environmental conditions. Mayo also found that informal associations of a group of

men can influence productivity levels (as cited in Herzberg, 1959). Coch & French

( as cited by Herzberg, 1959) stated that the employees that are given the prospect to

set goals and make decisions that affect their work are employees that will accept

change more readily than those employees that are not given those opportunities.

Herzberg (1959) took three approaches to measure job attitudes:



1.) By demographic variables, using demographics such as gender, age,

education level, social class, and occupation type to evaluate similarities

and differences,

2.) To used scaled inventories of worker morale and job attitudes, and

3.) Observation, where the researcher observes the behavior of workers.

Herzberg (1959) was seeking to answer the question, “what does a worker want from

their job?” to develop this answer, three methods could be used: a list of factors for

the workers to rank and rate in order of desirability, another method was to question

workers spontaneously about their likes and dislikes of the job, and creating an

inventory or questionnaire. While developing these factors Herzberg (1959) found

that some factors were “satisfying” and others were “dissatisfying.” These factors

became integral to the theory and became known as “motivators” that bring job

satisfaction and “hygiene” factors that brought job dissatisfaction (Herzberg, 1959).

Job motivators tended to be intrinsic to the matter of the job. These motivators

consisted of: achievement, recognition, the job itself, responsibility, job

advancement, and growth (Ramlall, 2004).

Job dissatisfaction is the result of extrinsic non-job-related factors labeled as

hygiene factors. Steers (as cited by Ramlall, 2004) defined this list of hygiene

factors: company policies, salary, co-worker relations, and supervisory styles.

Hygiene theory states that the removal of job dissatisfies do not result in a state of

job satisfaction. The result is a neutral state. Job satisfiers are distinct and different

from job dissatisfies; motivation can only be increased by the use of job enrichment

(Ramlall, 2004). If man-agers remove the job dissatisfies this can alleviate the

dissatisfaction, but does not bring motivation (Ramlall, 2004).

Theory X and Y

McGregor (1960) wrote The Human Side of Enterprise, after three decades of

research in working conditions and workers’ attitudes toward their jobs (Bobic &

Davis, 2003). McGregor was interested in studying motivation and how workers

were motivated, and how managers and supervisors could encourage motivation

(Bobic & Davis, 2003). To explore this needs based motivation theory, McGregor

drew upon the works of Agrygis, Herzberg, and later Maslow, which would be one



the most important foundations for his theory (Bobic & Davis, 2003). McGregor

believed that most organizations operated under classical management or Theory X

(McGregor, 1960; Bobic & Davis, 2003).

The three premises of Theory X are:

1.) That humans dislike work and will avoid it when they can,

2.) Due to the belief in premise one, “humans must be coerced, controlled,

directed, threatened with punishment to get them to put adequate effort to work,”

3.) Humans have a preference to being directed, avoid responsibility, possess

little ambition, and desire security, (McGregor, 1960; Bobic & Davis, 2003).

Theory X assumes that workers are more interested in attaining the lower

needs such as safety and physiological needs, and Theory Y is after higher level

needs such as social or esteem needs (McGregor, 1960; Bobic & Davis, 2003).

Therefore, the Theory X assumptions are more autocratic and dictated, looks to

humans as cost centers, and the Theory Y assumptions are democratic and

contributing, employees as resources that can be used for return on investment

(Strauss, 2002; Schrage, 2000).

The six assumptions in Theory Y are as follows:

1.) This states that the average human does not dislike work and will expend

physical and mental energy in work as naturally as play or rest,

2.) Humans will exercise self-control and self-directions to the objectives that

they are committed so external control and threat of punishment is not the

only way to bring effort toward the organization’s goals,

3.) The commitment to objectives is a function of the rewards associated with

their achievement,

4.) The average human learns under proper conditions to accept and seek

responsibility,

5.) The capacity to exercise a high degree of imagination, ingenuity, and

creativity in the solution of organizational problems is wide-ly, not

narrowly distributed in the worker population,



6.) Under the conditions of modern industrial life, the intellectual possibilities

of the human being are only partially utilized, (McGregor, 1960; Bobic &

Davis, 2003). According to Bobic & Davis (2003), workers experience a

different type of environment than that of the time The Human Side of

Enterprise was published, Maslow’s hierarchy needs to be questioned, and

the concept of creativity is multidimensional.

Bobic and Davis (2003) argue that the foundations and assumptions that

Theory Y is better must be reconsidered. According to Salaman, (1979) (as cited by

Bobic & Davis, 2003), Theory Y is considered to be a hypocritical form of Theory X,

or it does not work in the real world may want to consider the mismatch of method to

manager (Bobic & Davis, 2003). Bobic & Davis (2003), note a study conducted by

Staw & Epstein (2000), showing that no matter what the management method, it was

the fact that people had to be managed (Bobic & Davis, 2003). This was McGregor’s

original belief, and the reason he is cate-gorized in the “human relations” school of

management (Bobic & Davis, 2003; Strauss, 2002).

Ten Job Related Factors

Kovach (1995) conducted longitudinal studies and surveys on the ten job-

related motivational items (Charles & Marshall, 1992). In this study, Kovach (1995)

compares the results of three studies conducted in 1946, 1981, and 1995. The study

consisted of industrial workers ranking their preferences of the ten job related factors.

The factors contained in this list are intrinsic and extrinsic (Kovach, 1995; Wong,

Siu, & Tsang, 1999). These are the ten factors that comprise the list (Kovach, 1995):

Tipped Employee Motivation Theories

Weaver (1988) states his belief that hourly and salaried workers differ in their

motivations. An example demonstrated explains when a hotel changes hands or

brands that the hourly employees generally stay, while management leaves to

continue their career and loyalty to the company (Weaver, 1988). Weaver (1988)

criticizes existing theories of motivation and management, explaining their

applicability is not widespread to all types of workers. Weaver (1988) claims that

Maslow (1943) and the hierarchy of human needs may be possible for those in



salaried positions, but provide little relevance to those in positions such as: busboy or

dishwasher, with little room for opportunity.

The same belief is held for Herzberg’s two factor theory, Weaver (1988)

believes those in management will endure because of the motivators, but believes this

approach is not effective for hourly employees.

Weaver (1988) states that many hotel chains have made a conscious effort to

move away from Theory X type management and move into the positive, Theory Y

management. Theory Y does yield positive results because people are praised and

encouraged, however, workers will not necessarily perform well because their

management is nice (Weaver, 1988).

Weaver (1988) discusses Theory Z which was introduced by Ouchi (1981) and

is based on the Japanese model of management, encouraging strong company

philosophy and culture. Theory Z developed over time in Japan (Ouchi, 1981). At the

WWII major firms in Japan were composed of small groups called Zaibatsu (Ouchi,

1981). These Zaibatsu were comprised of steel companies, shipping, insurance and

trading companies all centered with a powerful bank (Ouchi, 1981). Then there were

satellite companies that provided service to their one major company, producing a

bilateral monopoly (Ou-chi, 1981). In this setting, because the customer has one

supplier and vice-versa, a strong relationship is developed (Ouchi, 1981).

According to Ouchi (1981), Zaibatsu were le-gally dissolved after WWII, but

the spirit of Zaibatsu and lifetime employment endures. In Japan, every firm shares

bonus pay with all of the employees, based on the organiza-tion’s performance as a

whole usually paid every six months, Japanese firms have a large number of

temporary employees, usually comprised of women, and the satellite firms exist at

the larger firms’ disposal (Ouchi, 1981).

In Japan, employees are placed into firms by the University and private

schools that have relationships with the firms (Ouchi, 1981). After hiring, the

employees are guaranteed lifetime employment and a comfortable retirement (Ouchi,

1981). According to Ouchi (1981), an employee will have to work for ten years in

many different positions even before being considered for promotion. Therefore, in

Japan, it is very important to attain lifetime employment with a firm, group reward,



quality assurance, and employee loyalty (Ouchi, 1981). Theory Z insists that workers

are part of a family or team (Weaver, 1988). Many hotel companies, such as

Marriott, implemented company songs, which are more popular with managers than

hourly employees (Weaver, 1988).

Weaver (1988) expressed that hotel workers may be more cynical than

employees in other industries. Weaver (1988) offers the explanation that hotel

workers observe people’s behavior when they are away from home.

According to (Wiley, 1997,p264) “modern approaches to motivation may be

organized into three related clusters:

(1) Personality-based views

Where personality-based views emphasize the influence of enduring personal

characteristics as they affect goal choice and striving. Workplace behaviour is posited

to be determined by persons current need state in certain Universal need category.

2) Cognitive choice or decision approaches

Cognitive choice approaches to work motivation emphasize two determinant

of choice and action; expectations, and subjective valuation of the consequences

associated with each alternative. These expectancy value theories are intended to

predict an individual choice or decision.

(3) Goal or self-regulation perspective;

Goal framework to work motivation emphasis the factors that influence goal

striving which focuses on the relationship between goals and work behavior.

The assumption is that an employee’s conscious intentions (goals) are primary

determines of Task-related motivation since goals directs their thoughts and action”.

It is worth noting that an in-depth review of all the different theories mentioned

above, is beyond the scope of this thesis. However, the personality-based perspective

of work motivation within which Maslow need theory of motivation and Alders ERG

theory falls will provide the main support and serve as a foundation for the research

reported in this thesis. Specifically, as organizational scholars have paid a great deal

of attention to the idea that people are motivated to use their jobs as mechanisms for

satisfying their needs. This is intend to use Maslows hierarchy of need theory of

motivation as a foundation to identify the factors that motivate today’s employees,



and in the process determine a ranking order of factors that motivates these

employees, the original Maslow theory will be looked at more detail hereof.

Maslow’s need for Hierarchy Theory

Herzberg’s has two factor them: Maslow’s theory had been modified by

Herzberg called as two factor theory. According to him, the first group of needs is the

things that as company policies, administration & supervision. Herzberg called these

factors as the dissatisfies and not motivations.

In the second group. The satisfies, i.e., they are motivation. These factors are

related to job content. He included factors like achievement recognition, challenging

work, advancement and the growth in this category.

Aldfer's ERG Theory

Aldfer also feels that needs should be categorized and there is basic distinction

between lower order needs and higher order needs. Aldfer identifies three group of

needs i.e., existence, relatedness and growth. Hence called ERG theory.

This theory is somewhat similar is Marlow and herzberg models. But he does

not assert that lower level needs has to be satisfied before a higher level need nor does

he say that the deprivation is the only way to achieve a need.

McClellands theory of Needs

This theory is developed by David Mc Clelland - a- Harvard, a psychologist.

This theory focused on three needs i.e.,

Need for achievement: It refers to the drive to excel, to achieve in relation to

standards set and to strive to succeed.

Need for power: Need for power refers to the desire to make others behave in a

way that they would not otherwise have behaved in. In other words, need for power is

the - desire to have impact to be influential and control others.

The process of employee’s motivation

The process begins of tension within drives or needs of an employee. Next

there is a search within the company or groups or within employee to fulfil his

desires. When the employee is satisfied with his financial motivation he redefines his

desires and needs and the process is initiated again.These groups of researchers were



over the years divided into what was later labeled the Contentand process theories of

motivation. According to steers, mowday &Shapiro

Tension or drive

To fulfill or need

Fulfillment and

Re-definition of needs

Goal directed

Behavior

Process theories of motivation

Process theories contribute to the complex processes involved in the

motivational effort.

1. Vrooms expectancy theory of motivation

Victor vroom felt the content models were inadequate explanations of the

complex process of work. Motivation and developed a relatively new theory of

motivation. According to this theory motivation of any individual depends on the

desired goal and the strength of this expectation of achieving the goal. He built three

concept namely valence, instrumentality and expectancy.

Porter and lawyer model

According to them performance is a function of three important factors,

1. If an employee wants to perform, he must be motivation.

2. Motivation alone does not ensure performance and hence a person must have

the necessary abilities and skills as well.

3. An employee must have an accurate knowledge of job requirement.

Effort

Greater the effort, greater the probability to get reward

Performance

Performance results only with good effort.



Reward

Intrinsic and extrinsic reward like pay, promotion and status are offered by the

organization.

Equity theory of work motivation

These theory arguers that a major input into job performance and satisfaction is

the degree of equity that people perceive in their work situation both the inputs

persons and other are based upon the perception of the person. Age, sex education,

economic and social status, skill experience training, education, level of difficulty,

performance, position in the organization all examples of perceived input variables.

Cognitive evaluation theory

R. de charms proposed that the introduction of extrinsic rewards i.e, salary,

benefits and perks that had been previously instincally rewarded due to pleasure

associated with content of work itself would tend to decrease the overall level of the

motivation. This proposition is termed as cognitive evaluation theory.

This theory also argues that use of extrinsic results in deviation of the outcome

of intrinsic rewards (achievement, responsibility etc) Extrinsic rewards (High salary,

promotions etc.,)

Reinforcement theories

This theory is known as operant containing theory. B.F.Skineer developed this

theory. According to this theory, behaviour of people is mostly influenced by its

consequences. The actions that result in positive consequence tend to be repeated

more often. In contrast the actions the results in the negative consequence tend to be

repeated less often.

Reinforcement: The action is said to be reinforcing if the occurrence of the

event following some behavior makes the behavior more likely to repeat in the future.

There are four types of reinforcements i.e.,

Positive reinforcement

Negative reinforcement

Punishment and

Extinction



A. Positive reinforcement

Following the positive behaviour the employee is provided with a desirable

event like high salary, better benefits, recognition and status.

B. Negative reinforcement

Following the withdrawal of a negative reinforce, the positive behaviour tends

to occur more frequently.

C. Punishment

Punishments take place when an undesirable or unpleasant event occurs

following some behaviour and makes the behaviour less frequent to occur.

D. Extinction

Extinction occurs when the withdrawal of an pleasant or desirable event

results in the behaviour becoming less likely to occur in the future.

TECHNIQUES FOR MOTIVATION

Motivational Applications

The motivation theories help in the following areas.

1. Designing of incentive system

2. Motivational job design

3. Quality of work life.

1. Designing of incentive system

An incentive scheme is a plan or programs to motivate individuals for good

performance. An incentive is most frequently built on monetary reward, but may also

include a verity of non-monetary rewards and prizes.

a) Financial Incentives

These are in direct monetary form or measurable in monetary worth which are

provided to motivate people for better performance. These incentives may be

provided either on individual basis or collective basis.

The basic logic of monetary incentives is the individuals will use their

potentials for better performance in order to earn more money.



b) Non-Financial Incentives

In addition to financial incentives, provides non-financial incentives to

motivation people in the organization. The non-financial incentives can be grasped as

individual and collective incentives.

Individual incentives includes status, promotion, responsibility, job security,

work recognition etc.,

c) Collective Incentives

These collective non-financial incentives includes, responsibility, job security,

work recognition etc.,

2. Motivational Job Design

Job design integrates work content, the rewards and the qualifications required

(Skill knowledge, abilities) for each job in a way that meets the needs of employees

and the organization.

Job Design Includes

1. Job Simplification - jobs broken into small Parts.

2. Job Rotation - person rotated at different jobs.

3. Job Enlargement - person involved in variety of jobs at a time.

4. Job Enrichment - this aspect of job design had been given the

maximum emphasis, for personal growth and meaningful work

experience.

3. Quality of Work Life

It aims at integrating the socio - psychological needs of people in the

organization the unique requirements of a particular technology. It is concerned with

the overall climate of the work. Nadler and lawler have defined it as,

"Quality of life is concerned about the impact of work on people as well as on

organization effectiveness and the idea of participation in the organizational problem

solving and decision making".



Motivational pattern in Indian Organization

The results of various studies on the motivational pattern of managers and

workers are quite different and even contrasting. The situation may be because of the

differences in

1. Research design used for the studies

2. Organizational characteristics from where the samples have drawn and

3. Timing of various studies

As India, is basically a developing country and situational variables may be

quite different as compared to advanced countries.

When we take human beings in organizations for analyzing motivational

pattern we identify two groups of individuals i.e., managers and workers. Workers

generally tend to identify themselves distain city. This is so because management

enjoys certain authority in the organization to make the decisions get implemented,

while workers are devoid of such authority. Some of the studies have focused their

attention on motivation of managers while others have analyzed of workers.

Further, family, social back ground, level of education and competence,

aspiration and growth avenues in the organization create distinction between the

expectation of managers and workers while working in the organization.

Approaches Regarding Motivation

In addition to various theories, there are two approaches regarding motivation

a) Contingency approach

b) Human relations approach

Contingency Approach

This approach emphasizes on linking between Micro Motivation and Macro

Motivation. Micro Motivation operates at the level of individual firms while Macro

Motivation at Broad social level. Thus contingency approach emphasizes on the

analysis of individual and organizational variables.



Human Relation Approach

Elton mayo and his co-workers worked on this approach in order to illustrate

the psychological status of work groups. Through various experiments, really

assembly test group etc., he conducted an examination on the mental statues of

workers during the work period.

According to this approach the workers should not only be treated as work force

but also their ideas, goals, attributes should also be given importance. Their

experiments proved that the workers not only as social and economic beings and but

also they are psychological beings too. Their work is not only influenced by monetary

terms but also by the interpersonal relations. The importance of the informal work

groups was brought to through his experiments and interviews.



COMPANY PROFILE

Sovereign Developers and Infrastructure Limited (SDIL) commenced its

operations in 2005, and within a short span, has achieved extraordinary success in the

real estate arena with successful projects in several sectors including hospitality,

residential and commercial sectors.

Initiated with the principle, “Driven by Excellence”, and with the vision to

combine high standards of technical knowledge and innovative concepts, SDIL stands

prominent among the top players in the industry.

Founders and current directors, Prakaash Kumar Singh and Deepakk Kumar,

with their outstanding leadership, made SDIL an inevitable presence in Bangalore’s

realty industry and is in plans to go international in the immediate future.

Sovereign Developers considers customers as most valuable asset, and always take

extra measures to meet their expectations in terms of quality assurance and project

completion.

Organisation Structure

To achieve efficiency and transparency in the organisation, reporting has been

decentralised and independent working modules have been tied-up with specific

centres.



Infrastructure

Strength - Infrastructure

Diversification Every site of ours is equipped with these basic essentials

ensuring adherence to planned time-schedules. No site is dependent on other sites.



Investment - Heavy Equipment

Foreseeing the emerging need, we have passionately invested in crucial heavy

equipment- thus developing much needed independence for time-bound project

execution.

The Team



At the helm of affairs is a duo of young, enterprising, enthusiastic, energetic

and visionary brothers in their late thirties - Prakaash Kumar Singh and Deepakk

Kumar, the Promoter Directors.

Having incorporated Sovereign in 2005, they have in just six years, with their

rare blend of technical and managerial skills, hands-on experience coupled with

natural business acumen, achieved a remarkable growth that places them among the

industry leaders.

Ready acceptance and appreciation of delivery by clients has resulted in

meteoric and encouraging growth in the orderbook in the financial year just past.

Over these years of growth, a totally dedicated team of senior management

along with a strong Advisory Panel of Experts and several Project Managers is now

standing by the Promoter Directors.

Vision



Our mission define what we do, and helps us deliver phenomenal work at

regularly. Everyone in our team strives to do better than what they did the previous

day, and the results of these efforts are seen in our projects. We constantly deliver

more than what we promised, stick to on time delivery, and make our customers

smile in satisfaction. All of this is possible by trying to stay true to our vision

statement, which says:

To achieve excellence in development of premium housing, infrastructure

building and construction activities through committed, sincere, honest and

transparent work.

Mission

Our vision guides us towards our mission, and directs us to improve our

efforts constantly every day. Our mission is To become a global leader in building

construction and infrastructure development field. To achieve this by professional

Project Management with innovative expertise driven by our vision, values

complemented by our pursuit of excellence. To have about Rs. 2000 crore order-

book by 2012. To achieve order booking of about Rs.10,000 crore by 2015.

Needless to say, this mission statement makes us want to get to work every

day and put in our best efforts. As a customer, you will benefit from our relentless

pursuit of excellence, which is evident from the response we have received to our

projects, like Unnathi – an affordable luxury housing project of more than 22 lakh sq.



ft. SBA which was sold out in just a month.

In future, too, we will continue to achieve our goals and delight our

customers at every possible juncture. We are targeting to achieve the goals in our

mission statement and diversify our horizon.

Business Endeavours

Our range of products, services and activities in the area of building

construction covers:

All types of civil and structural

works for - Residential, Group

Housing, Industrial and

Commercial Buildings, IT Parks,

Shopping Malls, Hospitals, Star

Hotels and Utilities

Site-specific on site planning,

surveying, designing,

procurement, fabrication, erection

and commissioning.

EPC-Engineering, procurement

and construction activities for

Projects of any type based on

Client requirement.

Steel fabrication

Framework, Concreting and

Form-work

Plumbing, Sanitation and

water-roofing

Carpentry

Electrical, Networking,

HVAC,

Firefighting and Closed-loop

Control Systems

All types of flooring and

cladding

Interiors, Landscaping and

Structural Glazing

Road-works, Paving and

peripherals



Core Competence

Our success mantra is the time-tested combination:

The power that is unleashed from this combination is what we harness and

channelize into our Projects.

Time and again we have proved to ourselves that this is the combination that

delivers under all circumstances.

Our long list of successful Projects, in the short span of time, stands

testimony to this.

Key to success- Innovation

At Sovereign, out-of-the-box thinking is amply rewarded.

Employees at all levels are encouraged to bring in innovative ideas for

improving efficiency and quality.

Approved ideas are recognised and rewarded.

The motivated work-force goes through the Quality Circles and Quality

Centres drills.

Inter-Project challenges to achieve schedule competitions.

Teams beating schedule deadlines are also rewarded

All this is achieved without compromising on safety and quality in spite of

being on-time, every-time.



Resources- our Strength

A young and dynamic team of qualified and trained professionals at all levels

- in administration and on-field engaged in execution.

Backed by a strong Technical team equipped with CAD Stations for Civil,

Structural and Architectural design and planning.

Our own trained Security Force, headed by former Defence personnel, guards

each of our Sites and maintains strict vigil.

On-line progress monitoring with digital, high-definition, remote-controlled

cameras at strategic locations on all the Project Sites, for constant tracking

and input to Head Office through dedicated leased line, also allowing real-

time Video Conferencing.

Blending the strengths of the planning and execution teams is a young

committed Management.

Between these, is a phenomenal cumulative experience of over a 100 years.

The success of our Project Management a/so goes to the strengthening of our

own infrastructure in terms of acquired RMC Hatching Plants, Cranes and

Heavy Equipment, Walkie-talkie sets with field-staff and security personnel,

Scaffolding Systems, Fabrication and Carpentry facilities with all tools and

tackles at all our Project Sites.



Concern For Occupational Safety And Health

These two goals form an integral part of our work ethics. Our approach is

simple - prevention is better than cure. Safety is built into our site-design

from point zero.

Safe work practices like protection gear- hard-hats, shoes and hand-gloves,

masks where essential, are mandatory for personal safety.

With us safety is a rule and there are no exceptions.

A comprehensive Health-care system ensures regular health check-ups, 24x7

medical facilities at the doorstep and free medicines.

Employees are encouraged to build records of safety and inter-Project

competitions act as incentive.

No-mishap, no-hazard sites are suitably rewarded.

To our credit, no major accidents have occurred on our sites completed until

now.



Environment Policy

Special attention is paid to ensure adherence to environment friendly practices.

Site inspection, cleaning, disposal of waste and recycling apart from

maintenance activities all follow the best practices.

We are accredited under IS0-1400 1:2004

for Environment Compliance.

Green Buildings - the new art of building

Addressing the complex problems of global warming and carbon emissions

coupled with rising cost of fuel have provided the necessary impetus to adopt

newer, more environment friendly construction methods and processes:

Rainwater harvesting to augment water supplies and lessen the burden on

utilities.

Grey-water treatment, recycling and reuse.

Improved design to resist heat in summer and retain heat in winter - focus on

reducing carbon emissions due to HVAC.

Application of materials made from recycled and wastematerials, sourced

from manufacturers with reduced carbon footprints.

Application of renewable energy devices such as Buildingintegrated

Photovoltaics (8/PV) to cut energy consumption and costs.



Maximum utilisation of natural elements of sunshine and wind draft to

improve Indoor Air Quality (IAQ).

USGBIC compliant designs are adapted.

Our concerned staff are working on a unique project to consolidate the above

and integrate them into our future projects for our customers wherever

possible.

We are aiming for a GREEN lABEL.

While we at Sovereign hold high the importance of caring for our ecology

issues, our employees too are encouraged to bring this awareness and practice

into their day-to-day lives. In a small way, it is our contribution to the world

effort towards restoring ecological balance.

Human Relations Policy

- we care, we share

Employees also enjoy a share of the profits they help to earn. Duly

acknowledging the Employees contribution to the success of every Project,

Sovereign ensures that several basics are always in place:

Uniform overalls, Protection gear, on-site medical support

Blanket protection under Employees' State Insurance, Site Insurance and

Medical benefits as Health Insurance for self and their families; periodical

Site Visits by Doctors.

Suitable Serviced Apartments I Family accommodation for Site Staff and

Executives with local conveyance wherever required.



Canteen at Site with Clean potable water

Housing near Site for Contract Workers

Proper sanitation

Crèches (Anganwadis) for employees' children

Milk and food during day hours for children

Contract Workers also are covered under Workmen's Compensation I

Insurance Scheme

Telephone booth and Grocery Shop

Common Hall with TV for entertainment

Site protection with proper round-the-clock security

Sovereign's competitive edge

Our competitive edge is built into our style of functioning:

Meticulous Planning:

We firmly believe- "God is in the details". Every minute detail gets the

attention - it is observed, recorded, evaluated and tackled and absorbed into

planning.

Speed of Execution:

Very well understanding that 'time is money', we strive to cut down time

lapses and always finish before schedule leading to savings of valuable

resources for everyone.



Quality materials and services:

Stringent specifications, strict quality control, procurement from reputed

sources and rigorous quality inspection procedures at every stage ensure

consistent high quality of our end product. There is absolutely no

compromise on materials, processes and people.

Working round the dock:

Managing our people resources across several shifts a day, through seven

days a week all year round ensures that we achieve our goals well within the

schedule.

Flexibility:

To go along with the sometimes-changing needs of a Project demanded by

clients, we have flexibility built into our planning and specifications.

Our prime concern - Quality

All our endeavours involve a pursuit of quality. Durability of structures is dependent

on the quality of concrete too. We achieve the best quality control through our own

Ready-mix Concrete Batching Plants at a/1 our sites manned by expert technical

teams.

On-site Laboratories and well/aid out quality control procedures ensure checks at



every step.

Sovereign has been certified under ISO 9001:2008, ISO 14001:2004 for

Environmental compliance and OHSAS 18001:2007 for Occupational Health and

Safety.

Diversification - widening horizons

"Future belongs to those who seek it" - this has been the philosophy at Sovereign.

With feet firmly established in the Building Construction field, and

Infrastructure entering the sunrise mode, it was natural for us to progress into:

Real Estate Development- Low cost Premium Housing I Affordable Budget

Housing

Hospitality Projects including 3 Star to 5 Star Hotels

Joint Venture Property Development

In not so distant future, we intend getting into the Aviation Sector with our own

fleet of aircraft flying the skies across India.

On going Projects Recent Launch



Upcoming Projects

Completed Contract Projects

Corporate Social Responsibility

Not only employees but also Contract workers families get the benefit of one

employment for an immediate family member irrespective of skills or

qualifications, in the event of a natural death of their bread-winner.

Several contract workers have benefited with treatment for chronic ailments

arising during their service with us.

Specially devised, dedicated training programme for the physically challenged

and exposure to employment opportunities in association with Bharat

Sevashram Sangha are conducted.


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Specially devised, dedicated training programme for the physically challenged

and exposure to employment opportunities in association with Bharat

Sevashram Sangha are conducted.

Support extended to complete the Temple and built several rooms for needy

visitors to Bangalore seeking medical aid, mark our step into community

service in association with the Bharat Sevashram Sangha at their Jakkur

premises.

Solar lighting, lantern sets and support provided to Old Age home, run by a

charitable trust at Khumbhojgiri in Maharashtra.

We plan to support to ecology awareness and conservation projects in and

around Bangalore for increasing the green cover through afforestation, thus

committing to offsetting our Carbon footprint.

Concern for all stakeholders

Progress at Sovereign cannot happen without the support of all stakeholders. At

the same time, it becomes a great responsibility for Sovereign to ensure that the

interests of all stakeholders are held uppermost. At Sovereign no stone is left

unturned to achieve the best in the interest of all. We take our vision, mission

and values very seriously and strive to live up to them every day, making sure

that all stakeholders are suitably satisfied.



Certificates and Awards





RESEARCH METHODOLOGY

STATEMENT OF THE PROBLEM

Motivation is affected by way the individual is motivated. The act of

motivation changeless needs satisfaction. Besides it can also activate latent needs in

the individual.

1. They are means of feeling a subordinate how he is doing & suggestions

needed change in his behaviour, attitudes, skills or job knowledge and self

development.

2. They provide systematic judgments to back up salary increase, transfers

demotions or termination

3. They superior uses them as for coaching & counseling the individuals.

4. They contribute to the employee growth and development through

training, self and management development programs.

The changed role and functions of the personnel manager to human resource

manager, the employee motivation is changing from time to time, it is very changing

task to design, develop and implements, a suitable, employee motivation which is

accepted and easily practicable. The factors that we rate also are to be selected in

such a manner that they are relevant and a have a bearing on achieving the objects of

the organization

OBJECTIVES OF THE STUDY

To study the employee motivation in Sovereign Developers &

Infrastructure Ltd., Bangalore.

To study the employee satisfaction on physical working conditions in

organization

To study the employee satisfaction in relation with management

To study the employee satisfaction in motivational methods in the

organizations.



SCOPE OF THE STUDY

Clarity of roles and responsibility of each role. Periodic assessment of

employee on terms of achievements of such goals. Employee work improvement

programs. Periodic review of behaviour which contributes to employee effectiveness

and working out action plans for developing such behaviour. Implementation and

review. Identification of development needs and preparing plans for employee

development through training and related activities.

Research Design:

A research design is considered as the frame work or plan for a study that

guides as well as helps in collection and analysis of data. A sound research is the basis

of success of any formal market research. The present study is of explorative type.

Nature of data:

The data collected for this study were mainly primary in nature. First hand

information is collected from employees based on their opinions, expectations and

awareness towards the Sovereign Developers & Infrastructure Ltd., Bangalore.

Besides this secondary data were also collected from company brochures, journals

and websites.

Source of data:

Primary data collected from the employees in Sovereign Developers &

Infrastructure Ltd., Bangalore. Secondary data were collected from company

brochures, records and websites.

Methods of data collection:

The method adopted to elicit information from employees through a structured

questionnaire that contains closed, open ended questions. The reasons for choosing

the questionnaire method are primary due to qualitative nature of the study.

Sample Design

Sample unit

The sample units were the employees in Sovereign Developers &

Infrastructure Ltd., Bangalore.



Sample size

The sample size is 50

Sample method

Convenience sampling was adopted for selecting sample for the study in

Sovereign Developers & Infrastructure Ltd., Bangalore.

Tools for Analysis

Statistical Techniques

Bar charts

Statistical Tools

Percentages

LIMITATIONS OF THE STUDY

Employees are not interested in answering to the questions.

Employees are feeling inconvenient to answering the questions.

The Employees name is mentioned in questionnaire while collecting the data,

this might have been a negative approach in their view.

Because of their busy work the data collected was in hurry.

To collect the information superiors are not interested, because they are

feeling that work may be disturbed.



DATA ANALYSIS AND INTERPRETATION

TABLE – 1

Table showing the motivation towards the employee performance

Options No. of Respondents Percentage (%)

Yes 20 40

Not sure 15 30

No 15 30

Total 50 100

PERCENTAGE(%)

4030 30

0

1020

3040

50

Yes

Notsure

No

options

pe

rce

nta

ge

PERCENTAGE(%)

Inference:

The above table explains that from the total respondents 40% are motivated to

the performance and 30% are some what extent.



TABLE – 2

Table showing satisfaction of employees


Satisfied 35 70

Some what satisfied 10 20

Not satisfied 5 10

Total 50 100

70

20

10

satisfied Some whatsatisfied

Not satisfied

options

per

cen

tag

e

PERCENTAGE(%)

Inference:

The above table explains that from the total respondents 70% are satisfied and

20% of respondents are some what satisfied and 10% are not satisfied.



TABLE – 3

Table showing physical working conditions of employees


Strongly agree 18 36

Some what agree 12 24

Not agree 20 40

Total 50 100

36

24

40

0

5

10

15

20

25

30

35

40

45

Strongly agree

Some whatagree

Not agree

options

pe

rce

nta

ge

PERCENTAGE(%)

Inference:

The above table explains that from the total respondents, 36% are strongly

agree, 24% are some what agree, 40% are having to the not agree.



TABLE – 4

Table showing awareness among employees on primary aim

Options No. of

Respondents

Percentage (%)

Yes 38 76

No 12 24

Total 50 100

76

24

0

10

20

30

40

50

60

70

80

Yes No

options

per

cen

tag

e

Percentage%

Inference:

The above table explains that from the total respondents 76% of respondents

are, among employee on primary aim and24 or respondents are not awareness..



TABLE –5

Table showing the obstacles that stop performance in the organization


Surely 23 46

May be 15 30

No 12 24

Total 50 100

46

30

24

0

5

10

15

20

2530

35

40

45

50

Surely May be No

options

per

cen

tag

e

Inference:

The above table explains that from the total respondents 46% of respondents

are saying that the obstacles will stop the performance, 30% may be .



TABLE – 6

Table showing the support of management to wards work life of the

employees


Yes 36 72

Some extent 10 20

No 4 8

Total 50 100

72

20

8

0

10

20

30

40

50

60

70

80

Yes Some extent No

options

per

cen

tag

e

Inference:

The above table explains that from the total respondents, 72% of respondents

are supporting the management in their work life, 20% at some extent.



TABLE – 7

Table showing the satisfaction of employees towards job


Satisfied 37 74


Not satisfied 3 6

Total 50 100

74

20

6

0

10

20

30

40

50

60

70

80

Satisfied Some what satisfied Not satisfied

options

per

cen

tag

e

Inference

The above table shows that 74% of the respondent is satisfied with their job,

20% are some what satisfied.



TABLE – 8

Table showing the satisfaction of employee relation with management


Satisfied 41 82


Not satisfied 4 8

Total 50 100

82

10 8

0

10

20

30

40

50

60

70

80

90


options

PE

RC

EN

TA

GE

Inference:

The above table explains that from the total respondents 82% are satisfied with

employee relation, 10% are at some extent.



TABLE – 9

Table showing the interest towards motivational process in the organization


Satisfied 30 60


Not satisfied 5 10

Total 50 100

60

30

10

0

10

20

30

40

50

60

70

1 2 3

options

per

cen

tag

e

Inference:

The above table explains that from the total respondents 60% are interested

towards a motivational process and30 are some what satisfied.



TABLE – 10

Table showing the satisfaction of employees about salary


Satisfied 32 64


Not satisfied 3 6

Total 50 100

64

30

6

0

10

20

30

40

50

60

70


options

PE

RC

EN

TA

GE

Inference:

The above table explains that from the total respondents 64% of the employee

ate satisfied in the organization and 30% are not satisfied in the organization.



TABLE – 11

Table showing the interest of employees towards their needs and wants by the

management


Satisfied 36 72


Not satisfied 4 8

Total 50 100

Inference:

The above table explains that from the total respondents 72% of the employees

are satisfied with needs and wants and 20% are some what satisfied.



TABLE –12

Table showing the importance of motivation in organization for employees


Yes 42 84

Some what 6 12

No 2 4

Total 50 100

84

124

0

20

40

60

80

100

Yes Some whatsatisfied

No

PERC

ENTA

GE PERCENTAGE

Inference:


are interested with importance and .12%are some what interested.



TABLE – 13

Table showing the opinion of employees in increment in the salary and incentives


Yes 38 76

Some what 10 20

No 2 4

Total 50 100

76

20

4

0

20

40

60

80


No

PERC

ENTA

GE PERCENTAGE

Inference:


are satisfied in to the increment and incentives and 20% are some what satisfied.



TABLE – 14

Table showing the view of employees in new changes in the organisations


Yes 4 82

Some what 6 12

No 3 6

Total 50 100

82

12 6

0

20

40

60

80

100


No

PERC

ENTA

GE PERCENTAGE

Inference:


are accepting the new change, 12% are some what extent.



TABLE – 15

Table showing the opinion of employees related to task allotted


Very high 23 46

Some extent 13 26

No 14 28

Total 50 100

46

26 28

0

10

20

30

40

50

Very high Some extent No

PERC

ENTA

GE

PERCENTAGE

Inference:

The above table explains that from the total respondents 46% are aware of

the tasks allotted and 26% are some what extent.



STATISTICAL TOOL

CHI-SQUARE METHOD:

The chi-square test is one of the simplest and most widely used non- parametric test is

statistical work as a non-parametric test it can be used to determined if categorical

data shown dependence or the two classifications are independent it can also be used

to make comparison between theoretical population and actual data when categories

are used.

Chi-squere, 2=∑(0-E)2/E

Where 0 =observed frequency

E=expected frequency

Null hypothesis:

There is no significance between job provide challenging assignment and

motivating and rating the employees.

Alternative hypothesis:

There is significance between job provide challenging assignment and

motivating and retaining the employees.

Chi-squere:

2 =(0-E)2/E

0= observed frequency

E= expected frequency



Satisfied with

Your job in

The organi

zation

satisfy

employee

relation with

management

Satisfied Some what satisfied

Not satisfied Total

Satisfied 36 18 6 60

Some what

satisfied

12 0 0 12

Not satisfied 6 0 22 28

Total 54 18 28 100

2 calculeted ∑ (0-E)2/E = 68.05/9

= 7.561

Degree of freedom =(r-1) (c-1)

= (3-1) (3-1)

=(2) (2)

= 4

At 7% level of significance for 4 degree of freedom the tableted value X2=12.06 Since

X2 calculated value is > than X2 tableted value, the null hypothesis (H0) is rejected

hence H0 is accepted (alternative hypothesis)

SOLUTION:

H0 alternative hypothesis there is a significance between satisfied with your

job in the organization and satisfy employee relation with management.



FINDINGS

1. The physical conditions are at some what extent helpful to the employees in

the organization.

2. The employees have less awareness about the primary aim of the organization.

3. The opinion of the employees among then job satisfaction is at some what

extent.

4. The employees are somewhat satisfied about the motivational process.

5. The employees are feeling pressure on tasks allotted.

6. The employees are less aware of the recent changes in the organization.

7. The employees are satisfied upon the increments and incentives in

organization.



SUGGESTIONS

The physical conditions are yet to be improved in the organization.

The job satisfaction among the employees must be increased.

The employees should have knowledge of motivational process.

The organization should provide relaxation time in working hours.

The employees must be aware of recent changes in the organization.

The pay scale should be given priority based on the work load.

The higher numbers of employees have given positive response but still

there is scope for improvement.

The HR department should make the job more challenging. Exciting and

meaningful by the factor like goal setting. Creative work. Job rotation.

Skill diversity.



CONCLUSION

Motivation is an aspect which covers almost all the employee from the

managing directors to his peon. The motivation is a live issue for all.

Motivation is psychological concept. Motivation is not a cause but rather the effect or

result of many going away. Motivation drifters from person to person, industry to

industry, level of education age, nature of work etc. Motivation may be range from

very high to very low.

By this study it is clear that various function which influences motivation and

productivity of the employees each as Social Security measures, welfare facilities,

salary status, Bonus, heath condition, shift system and recognition of work are getting

much importance.

Several approaches to motivation are available. Early theories are too

simplistic in their approach towards motivation. The content theories. Maslow’s need

hierarchy. Herzberg’s two-factor model and Alder’s erg approach are very popular

To conclude employee motivation plays very important role in every organization.

Good employee motivation helps to success of the organization. Unless an employee

has poor motivation if always a possibility of employee disharmony and also affect

some Thrumming of the organization.

From the financial and nonfinancial reward system make motivation in

complete picture. Form this we learn that how we applied the concept of motivation

for the progressive result of company



QUESTIONNAIRE

EMPLOYEE NAME:

DEPARTMENT:

DESIGNATION:

1. Do you think motivation really boost the employee performance? [ ]

a) Yes b) Not sure c) no

2. Overall how satisfied are you with your position in the organization? [ ]

a) Satisfied b) Some what satisfied c) Not satisfied

3. Is the physical working conditions in the organization is good? [ ]

a) Strongly agree B) some what agree c) Not agree

4. Are you aware of primary aim of the organization? [ ]

a) Yes b) No

5. Are there any obstacles that stop you performing the best? [ ]

a) Surely b) May be C) no

6. Do you think management supports you in the work life? [ ]

a) Yes b) Some extent c) no

7. Are satisfied with your job in the organization? [ ]

a) Satisfied b) Some what satisfied c) Not satisfied

8. Are you satisfy employee relations with management? [ ]

a) Satisfy b) some what satisfy c) Not satisfy

9. Are you satisfy motivational process in the organization? [ ]

a) Satisfied b) Some what satisfied c) no

10. How you feel about the company [ ]

a) Safe, valued. b) Up to some extent safe c) Not safe, un valued



11. Are there any factors or any recent changes in the company that affected the

motivation? [ ]

a) Yes b) Not sure c) no

12. Are you satisfied with your salary? [ ]

a) Strongly satisfied b) Some what satisfied c) Not satisfied

13. Does the top level management directly involve in the motivation of employees?

a) Yes b) some what involve c) Not involve [ ]

14. Are you able to satisfying your needs and wants with the help of organization?

a) Highly satisfied b) Some what satisfied c) Not satisfied [ ]

15. Do you think organization giving much importance to motivation? [ ]

a) Yes b) Some what c) no

16. Are you feel tasks allotted to you are very high? [ ]

a) Very high b) To some extent c) no

17. Are you invite the new changes in the organization? [ ]

a) Yes b) To some extent c) no

18. How motivated are you to see the organization succeed? [ ]

a) Very motivated b) Some what motivated c) Not motivated

19. Do you want increment in the salary and other incentives? [ ]


20. Do you think working conditions should improve? [ ]


21. I feel that the job I do gives me a good status. [ ]

a) Strongly agree b) Agree c) Neither agree nor disagree d) Disagree

22. I am satisfied with the responsibility and role that I have in my work [ ]




23.The quality of the relationships in the informal workgroup is quite important to

me. [ ]


24.I am satisfied with the support from the HR department. [ ]


25.In this organization there is fair amount of team spirit. [ ]




BIBLIOGRAPHY

Adams, J. S. (1963). Toward an understanding of inequity. Journal of

Abnormal and Social Psychology, 67 (5), 422-436.

Adams, J. S. (1965). Inequity in social exchange. Advances in Experimental

Social Psychology, 2, 267-299.

Azar, O. (2003). The implications of tipping for economics and management.

International Journal of Social Economics, 30 (9/10), 1084-1094.

Bandura, A. & Cervone, D. (1983). Self-evaluative and self-efficacy

mechanisms governing the motivational effects of goal systems. Journal of

Personality and Social Psychology, 45 (5), 1017-1028.

Bandura, A. & Cervone, D. (1986). Differential engagement of self-reactive

influences in cognitive motivation. Organizational Behavior and Human

Performance, 38, 92-113.

Becker, H.S. (1960). Notes on the concept of commitment. The American

Journal of Sociology, 66 (1), 32-40.

Bobic, M. & Davis, W. (2003). A kind word for theory x: or why so many

newfangled management techniques quickly fail. Journal of Public

Administration Research and Theory, 13 (3), 239-264.

P. Subba Rao.

“Essentials of Human Resource Management and Industrial Relation.”

Himalaya Publishing House 2003 New Delhi.

K. Aswthappa

“Human Resource and Personnel Management.”

Tata McGraw Hill 3rd Edition.

Magazine: HRM REVIEW



WEBSITES

www.appl.co.in

http://humanresources.about.com

http://www.humancapitalonline.com

www.google.com

www.wikipedia.com


http://www.google.com/

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