INTRODUCTION

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INTRODUCTION

The Development in Science & technology has brought tremendous change in business

strategy. The globalization has its own inspect on the industrial environment making it

competitive. Hence, to survive in the market the Captains of the industries perforce have to keep

themselves addressed with changing environment and adopt new techniques of their resource

management.

The human resource in any organization is not important but Valuable to any

organization. This significant resource. Warrant due consideration executives and managers right

from the beginning. They have to take into account organizational deployment and adopt new

strategies for recruitment of the best talent available. The talent available in the marketing is

plenty but requirement is to recruit a suitable talent as per the job requirement and the

requirement of the organization. The different organ may choose their own systems but the and

result by selecting the best will go a long way to fulfill the organizational goals.

The function of Human Resource Executive/Personnel managers does not end merely at

selection stage rather it begins from that step because the talent so selected is required to be

developed to fulfill the organizational interest or

the goals so that there is an overall prosperity of both the organization & the individual. Towards

this end the importance of recruitment & selection of the desired talent enhances the potential

and opportunity for the organizations to and achieve its objectives.

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EXECUTIVE SUMMARY

The success and failure of the organization largely depends on the human or employees

working in the organization. So recruitment and selection both are very important and they are

concerned with obtaining, organizing, and motivating the human resources required by the

enterprise.

Research was carried out to understand the practices of recruitment and selection

followed by Alcon Cables ltd, Rajpura. To understand the formulation of recruitment and

selection policies in the company and to give the suggestions for improvement in recruitment and

selection procedures currently followed by the company.

Through this report I was also able to understand, recruitment is sometimes confused

with employment. The two are not one and the same. Recruitment is just one step in the process

of employment. Similarly recruitment and selection are also different in nature. The function of

recruitment precedes the selection process. Recruitment is concerned with developing suitable

techniques for attracting more and more candidates while selection is the process of finding out

the most suitable candidate for the job.

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COMPANY

PROFILE

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Products / Services :

ALUMINUM CONDUCTOR XLPE INSULATED , PVC INSULATED ARMOURED AND

UNAROMOURED CABLE.

COPPER CONDUCTOR XLPE INSULATED, PVC INSULATED ARMOURED AND

UNARMOURED CBALE.

COPPER FLEXIBLE CABLE.

COPPER FLAT CABLE

Company Profile :

We are manufacture of LT power and control cable and flexible cable

Establishment Year: 1959

Firm Type: Partnership

Nature of Business: Manufacturer

Level to Expand: State

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PRODUCTS & SERVICES

>>  Other products and services

Twine, cordage, ropes and cables

Twine, man-made fibre

Cords, natural fibre

Cords, man-made fibre

Cords, silk and cotton waste

Cords, paper

Cords, braided

Cords, impregnated

Cords, endless

Cords, plastic or latex coated

Cables, cords and ropes, plaited bands and stranded wire slings, metal

Cables, stainless steel wire

Cables, galvanised steel wire

Cables, iron and steel, mixed cables

Cables, mixed, metal-textile fibres

Cables, multi-wire, 4 to 16 strands, non-ferrous metals

Cables, metal, covered

Cables, metal, braided

Power line cable and wire fittings

Terminals, power line cable and wire

Connectors, power line cable and wire

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Clamps, power line cable and wire

Cable clips and wiring clips, electric

Cable cleats and saddles, electric

Brackets, power line cable and wire

Cable glands

Cable glands for hazardous areas

Junction boxes

Junction boxes, watertight

Junction boxes, earth-cable, fused

Power line vibration dampers and spacer dampers

Cable tensioners and cable laying equipment, electric

Cable support systems

Cable suspenders, electric

Cable racks, electric

Cable trays, electric

Cable thimbles and sockets, electric

Cable end sleeves, electric

Cable joint accessories, underground distribution

Electric wires and cables, insulated

Wire, mineral fibre covered, electric

Wire, ceramic covered, electric

Wire, textile covered, electric

Wires and cables for telecommunications and electronics

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Cables, coaxial

Cables, coaxial, microwave

Cables, miniature, electric

Local area network (LAN) equipment NES

Local area network (LAN) systems, complete

Local networks, optical fibre cable

Local networks, coaxial cable

Computer cable assemblies and connectors

Computer data cable assemblies, pre-assembled

Computer serial cable assemblies

Computer parallel cable assemblies

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CONTACT INFORMATION :

Web-site: Visit Website

Contact Person: B.K.SAGGI

Designation: PARTNER

Phones (Office) : 1762329943

Phones (Resi.) : 329943

Mobile: 9316603066

Fax: 1762232687

Address: 27-A, FOCAL POINT, RAJPURA

  RAJPUA - 140401

  (Punjab) India

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Vision And Mission

The company aims at successfully meeting the varied needs of the Indian consumers. The

Company has continuously Endeavored to bring new products to the Indian Consumer the

Company stayed close to its roots nature and it has been a platform for its success for several

years.

Mission Statement

The mission statement of Alcon Cables ltd. Rajpura is ‘’To produce and sell goods and

service to achieve the highest return on sales in the Industry to total satisfaction of customers ,

employees and Share holders in that order.

Quality

Rajpura Branch of Alcon Cables ltd has a good Quality control system together with

Research and Development which is comparable to its best in the Industry. It is to the Credit of

its good Quality Control system and efficient R and D Department, thatAlcon Cables Ltd,

Rajpura has been honoured and awarded .’’THE AMERICAN INTERNATIONAL QUALITY

CERTIFICATE AND GOLD MEDAL.’’

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LITERATURE

REVIEW

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LITERATURE REVIEW

Rensis Likerthas called motivation as the core of management. Motivation is the core of

management. Motivation is an effective instrument in the hands of the management in inspiring

the work force .It is the major task of every manager to motivate his subordinate or to create the

will to work among the subordinates .It should also be remembered that the worker may be

immensely capable of doing some work, nothing can be achieved if he is not willing to

work .creation of a will to work is motivation in simple but true sense of term.

Motivation is an important function which very manager performs for actuating the people to

work for accomplishment of objectives of the organization .Issuance of well conceived

instructions and orders does not mean that they will be followed .A manager has to make

appropriate use of motivation to enthuse the employees to follow them. Effective motivation

succeeds not only in having an order accepted but also in gaining a determination to see that it is

executed efficiently and effectively.

In order to motivate workers to work for the organizational goals, the managers must determine

the motives or needs of the workers and provide an environment in which appropriate incentives

are available for their satisfaction .If the management is successful in doing so; it will also be

successful in increasing the willingness of the workers to work. This will increase efficiency and

effectiveness of the organization .There will be better utilization of resources and workers

abilities and capacities.

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OBJECTIVE

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OBJECTIVE

To high light the necessity of retention in prevailing business environment.

Analyze the existing system of retention adopted in Alcon Cable & Wire

Industry. In relation to the objective of recruitment and selection system.

To identify the weakness in the system.

To suggest/recommend appropriate strategies changes in existing system.

To reduce employee turnover.

To reduce the cost of hiring a new employee.

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RESEARCH

METHODOLOGY

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RESEARCH METHODOLOGY

1. Focus And Objectives of project

Focus of my study is to highlight the significance of human Resource with following

objectives:-

(a) Human beings are complex in nature with potential to grow This resource is creative and

has the ability to contribute in further in the cause of human lives.

(b) The organization require to demonstrate due concern to Recruit & select required talent

for the organizational progress.

2. Approach or Methodology

I was briefed by very guide Shri B.K.SAGGI G.M. (HR & Adm) Alcon Cables Ltd.

Rajpura. He highlighted salient aspects of human Resource management & importance of proper

Recruitment & selection of employees for overall growth of the organization. He concerned

numerous aspects related to recruitment & selection like the importance, policy, manpower

planning, process, objectives & various options available to recruit the requisite talent.

3. Research Design

The Research design is the blue print for the fulfillment of objectives and answering

questions. It is frame-work which determines the course of action towards the collection and

analysis of required data. It is a master plan specifying the method and procedures for collecting

and analyzing the method information. Descriptive Research is used in this study, as the main

aim is to describe characteristics of the phenomenon or a situation.

4. Data Collection

The Sources of data includes :-

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1. Primary Data Sources.

2. Secondary Data Sources.

Primary Data Sources :- Primary Data has been Collectly directly from sample respondents

through questionnaires with the help of interview.

Secondary Data Sources:- Secondary data sources are those which has already been used and

kept as records like website of company, manuals reports etc.

Sample Design:- Sample design is definite plan determines before any data is actually obtained

for a sample from a given population.

Target Population : Employers

Sample Unit : Individual

Sampling Technique : Convenient sampling

Sample size : 100 respondents

5. Limitations of the Study

Various limitations of the study are:-

(a) Various Parameters used in the project may not be 100% realistic.

(b) The sample size taken over a limited period may have a margin of error.

(c) Time constraint in the project.

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TOPIC

INTRODUCTION

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INTRODUCTION

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.

Adams' theory states that employees strive for equity between themselves and other

workers. Equity is achieved when the ratio of employee outcomes over inputs is equal to

other employee outcomes over inputs (Adams, 1965).

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WHAT IS MOTIVATION?

A basic principle is that the performance of an individual depends on his or her ability backed by

motivation. Stated algebraically the principle is:

Performance =f (ability × motivation)

Ability refers to the skill and competence of the person to complete a given task. However,

ability alone is not enough. The person’s desire to accomplish the task is also necessary.

Organizations become successful when employees have abilities and desire to accomplish given

task.

Motivation in simple terms may be understood as the set of forces that cause people to behave in

certain ways.

Reassess needs deficiencies

Receives either rewards or punishment

Performs

Engages in goal directed behavior

Searches for ways to satisfy needs

Identifies needs

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FRAMEWORK OF MOTIVATION

The framework comprises steps.

1. Motivation process begins with the individual’s needs. Needs are telt deprivations which

the individual experiences at a given time and act as energizers. These needs may be

psychological (e.g., the needs for recognition), physiological (e.g., the needs for water, air

or foods) or social (e.g., the needs for friendship).

2. Motivation is goal directed.

3. A goal is a specific result that the individual wants to achieve .An employee’s goal are

often driving forces and accomplishing those goals can significantly reduce needs.

4. Promotions and raises are two of the ways that organizations seek to maintain desirable

behavior.

5. They are signals to employees that their needs for advancement and recognition and their

behaviors are appropriate.

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DEFINITIONS

Some definitions on motivation:

…how behavior gets started is energized, is sustained, is directed, is stopped, and what kind of

subjective reaction is present in the organism while all this is going on’ jones, 1955).

…the term motivation refers to a process governing choices made by person or lower organisms

among alternative forms of voluntary activity”

…motivation is the result of process, internal or external to the individual that arouse enthusiasm

and persistence to pursue a certain course of action.”

…motivation is a process that starts with a physiological or psychological deficiency or need that

activates behavior or a drive that aimed at a goal or an incentive”

Obviously, the first definition covers all stages shown in the motivation model.

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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.

IMPORTANCE OF MOTIVATION:

Probably, no concept of HRM receives as much attention of academicians, researchers and

practicing manager’s motivation. The increased attention towards motivation is justified by

several reasons

1. Motivated employees are always looking for better ways to do a job. This statement can apply

to corporate strategists and to production workers. It is the responsibility of managers to make

employees look for better ways of doing their jobs.

2. A motivated employee generally is more quality oriented. This is true whether we are talking

about a top manager spending extra time on data gathering and analysis for a report or a clerk

taking extra care when filing important document.

3. Highly motivated worker are more productive than apathetic worker .The high productivity of

Japanese worker and the fever worker are needed to produce an automobile in Japan than

elsewhere is well known. An appreciation of the nature of motivation is highly useful manager.

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4. Every organization requires human resources in addition to financial and physical resources

for it to function .Three behavioral dimensions of HR are significant to organizations (i) people

must be attracted not only to join the organizations but also to remain it (ii) people must perform

he tasks for which they are hired and must do so in a dependable manner and (iii) people must go

beyond this dependable role per performance and engage in some form of creative,

spontantaneous, and innovative behavior at work.

5. Motivation as a concept represents a highly complex phenomenon that affects. and is affected

by .a multitude of factors in the organizational milieu .an understanding of the topic of

motivation is thus essential in order to comprehend more fully the effects of variations in other

reaction as they relate to the performance, satisfaction, and so forth .

6. Why increasing attention is paid towards motivation can be found in the present and future

technology required for production, as technology increases in complexity, machines tend to

become necessary, yet insufficient, vehicles of effective and efficient operation .Consider the

example of the highly technology-based space programmed in our country.

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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. A secondary purpose of the study was to compare the results of this

study with the study results from other populations.

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MOTIVATIONAL CHALLENGES

The framework of motivation indicates that motivation is a simple process. But in reality the task

is more daunting

One reason why motivation is a difficult task is that the workforce is changing.

Employees join organizations with different needs and expectations. Their values, beliefs,

background, lifestyles, perceptions and attitudes are different. Not many organizations

have understood these and not many HR experts are clear about the ways of motivating

such diverse workforce.

Motivating employees is also more challenging at a time when firms have dramatically

changed the jobs that employees perform, reduced layers of hierarchy, and jetusoned

large numbers of employees in the name of right-sizing or down-sizing .These actions

have considerably damaged the level of trust and commitment necessary for employee to

put in efforts above minimum requirements some organization have resorted to hire and

fire and pay – for- performance strategies almost giving up motivational efforts. Such

strategies may have some effects (both positive and negative) but fail to make and

individual overreach him or her

Third, motives can only be inferred, but not seen. The dynamic nature of needs offend

poses challenge to any manager in motivating his or her subordinate. An employee, at

any given time, has a various needs, desire, and expectations. Employees who put in extra

hours at work to fulfill their needs or accomplishment may find that these extra hours

conflict directly with needs for affiliation and their desire to be with their families

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However, there is no shortage of models, strategies, and tactics for motivating employees.

As a result, firms constantly experiment with next motivational programmed and

practice.

Work Motivation

Craig Pinder “echoing the basic definition of motivation, define it as follows:

“Work motivation is a set of energetic force that originate both within as well as beyond and

individuals being, to initiate work – related behavior, and to determine its form, direction,

intensity, and duration.”

While general motivation is concerned with effort towards any goal, Stephen Robbins narrow the

focus to organizational goals in order to reflect singular interest in work related behavior the

effort element is a measure of intensity. The need means some internal state that makes certain

outcomes appear attractive. And unsatisfied need creates tension that stimulates drives within the

individual. This drives general a search behavior to find particular goals, if attend, will satisfied

the needs and lead to the reduction of tension

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MECHANISM OF MOTIVATION

Thus, the key to understanding motivation lies in the meaning of, and relationship between

needs, drives and goals,

• Needs: Needs are created whenever there is a physiological or psychological imbalance For

example: A need exists when cells in the body are deprived of food and water or when the

personality is deprived of other people who serve friends or companions. Although

psychological may be based on a deficiency, sometimes they are not. For instant, and individuals

with a strong need to get ahead may have a history of consistent success

• Drives: “Drives (Or motives) are set up to alleviate needs. Psychological needs can be simply

defined as a deficiency with direction. Physiological or psychological drives are action – oriented

and provide energizing thrust towards reaching an incentive or goals. They are at the very heart

of the motivational process. The needs for food and water are translated into hunger and thrust

drives, and the need for friend becomes a drives affiliation. Thus, a drive is a psychological state

which moves an individuals satisfying a needs

• Goals: At the end of the motivational cycle is the goal or incentive. It is anything that wills that

will alleviate a need and reduce a drive. Thus, attaining a goal will tend to restore physiological

or psychological balance and will reduce or cut off the drive. Eating food, drinking water and

obtaining friends will tend to restore the balance and reduce the corresponding drives food, water

and friends are the incentive are the goals in this example

Conceptual clarification: (motives, motivation and motivating)

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The terms motives, motivation and motivating which are derived from the Latin word ‘Mover’

(to move) are important concept which have distinct connotation. In order to steer the energies of

the employees towards organizational goals accomplishment, it is essential to grasp the meaning

and significance of this concept and also to learn how to apply them intelligently

Motives: Motive is defined as a inner state that energizes, activates (Or moves) and directs (or

channels) the behavior of individuals towards certain goals the strong motives or needs are

fulfill. In order to minimize the restlessness, and keep it under control, the individual is propelled

into action. Thus motive induce individual to channel their behavior towards such type of actions

as would reduce their state of restlessness are inner disequilibrium. Thus motives can be thought

of as drives that energize people to action.

Motivation: while motives are energizers of action, motivation is the actual action that is work

behavior itself. For instance, when a employee work hard, his level of motivation may be

consider as low. Thus, the level of motivation of employee is judged by his actual work behavior

Motivating: Motivating it is the term that implies that one person induces another to engage in

action or work. Behavior by ensuring that a channel to direct the motive of the individuals

become available and accessible to the individual.

Managers play a significant role in channeling the strong motive in a direction that he satisfying

to both the organization and the employees. Additionally, managers are also responsible for

awakening or activating latent motives in individuals- that is the needs that are less strong and

somewhat dormant and harness them in a manner that would be functional for the organization.

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Classification of Motives:

Primary motives are unlearned and physiologically based. Common primary motives include

hunger, thirst, sleep, avoidance of pain, sex and maternal concern .The general motives are also

unlearned but are not physiologically based. Competence, curiosity, manipulation, activity, and

affection are examples of general motives.

Secondary motives are products of learning. The needs for power, achievement, affiliation,

security and status are major motivating forces in human behavior at work. Behavioral science

especially industrial.

Psychology motives is concerned with understanding an individual’s through his motives .It

studies the individual’s socio-psychological motives at great length in order to be successful in

understanding why man behaves the way he does.

Socio-psychological motives are neither inborn to him nor are they related directly to his survival

.These motives originate from the training which he acquires from different social organizations

to which he belongs. Socio-psychological motives, unlike physiological motives, are largely vary

from culture to culture .They may be divided into affiliative and egoistic motives. Affiliative

motives deal with belongingness, friendship or affection with people. Egoistic motives relate to a

position over people rather than with people. Power, status, prestige or esteem fall under egoistic

motives. Socio-psychological motives include acquisitiveness, security, status, autonomy,

affiliation, achievement, dependence, aggression, power and nurturance.

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The complexity of motivation:

Human motivation is highly complex. Human behavior is multi-motivational. Several motives

are simultaneously at work when the individual behaves; and several times the individual himself

is unaware of his motives. Therefore, motivational analysis if behavior is difficult. Another fact

is that the same motive may give rise to various motives may lead to the same type of behavior

in different individuals.

Thus, there can be several other ways of behaving to achieve these one and all these different

forms of behavior may lead to the same amount of success by achieving the same end. The

converse is also true. Different motives may sometimes result in one form of behavior. To

complicate matters further, people often do things without being aware of the basic motive or

motives involved. Giving ‘good’ reasons rather than ‘real’ reasons for behavior is known as

rationalization Ex. Sublimation, projection, identification, and compensation are a few forms of

behavior in which the real motive is unknown to the individual.

Whether motives are consciously present or are unconscious, many of them act upon the

individual simultaneously .As a result, the individual may face conflict some of the time .An

employee who wants to tell the boss off but also wants to keep his job is in conflict. An employer

who must decide whether to sell an oversupply of a commodity at a loss or hold it a little long, is

likewise in conflict.

There are various difficulties in inferring motives from behavior as we have seen thus far:

• Similar motives may be manifested through different behaviors

• Different motives may be expressed through similar behavior

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• Motives may appear in disguised form

• Any single act of behavior may express several motives

• Expression of motives differ from culture to culture and from person to person within a culture

• Motives vary in strength not only from one individual to another but within the same individual

at different times.

Since it is difficult to know all there is to be known about the various motives that operate both

within the individual and from outside, it is difficult to predict behavior

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MOTIVATION AND BEHAVIOR

Behavior is basically goal-oriented .that means the behavior of an individual is generally

motivated by a desire to attain some goal. The specific goal is not always consciously known by

the individual .Sometimes an individual may wonder, “Why did I do that?” or “Why did I fail to

do that?” the reason for behavior is not always apparent to the conscious mind .individuals are

not always aware of everything they want .

The basic unit of behavior is an ‘activity’. In fact, all behavior is a series of activities .individual

have preference for certain activities, they change activities, and they change activities

accordingly. It is important for a manager to understand, predict, and even control the activities

that an individual may perform at a given moment. To predict the behavior, manager must know

which motives or needs of people evoke a certain action at a particular time.

• Motives: Every individual carries a set of inner motivations and drives that influence the way

he behaves much more radically than he realizes .Individuals differ not only in their ability to do

but also in their will to do, or motivation. Motives are sometimes defined as needs, wants, drives,

or impulses within the individual .Motives are the ‘why’s of behavior .they arouse and maintain

activity and determine a general direction of the behavior of an individual. In essence, motives or

needs are the mainsprings of action. When we use these two terms interchangeably- motives and

needs-we refer something within an individual that prompts that person to action.

• Goals: Goals are outside an individual .Goals are something referred to as ‘hoped for’ rewards

towards which motives are directed Psychologists use the term ‘incentives’ for these goals.

Incentives include tangible financial rewards such as increased pay and also the ↓managers who

are successful in motivating employees are often providing an environment in which appropriate

goals are available for needs satisfaction.

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EASY WAYS TO MOTIVATE YOUR EMPLOYEES

Set Goals

It’s important to help your employees set goals for themselves. These can include both long-term

and short-term goals and they can be both work-related and personal in nature. Often, goals are

set on a weekly, monthly, quarterly, or even yearly basis. Many companies use “performance

management systems,” which get every employee on the same page, regardless of his or her

position. If they understand the relationship between their specific job and the company’s

success, they’ll often approach their work with a sense of belonging. Frequently, that sense is all

it takes to get that individual to finish a given task. And, of course, rewarding your employees for

achieving their goals goes a long way toward creating a consistently motivated workforce.

Encourage Creative Thinking

Successful companies promote an environment in which creative thinking by the employees is

allowed, if not encouraged. If you’ve been successful in explaining your company’s overall

objectives in detail, employees will often come up with their own creative strategies for

achieving these goals. In the case of the sales force that I help manage, I usually tell them the

successful tactics that I used while making sales but I also add that there’s no one correct way.

Everyone has a unique personality that might translate into an effective method of making sales.

The challenge of figuring out an effective method on their own can be liberating and much more

fulfilling. Plus, employees are more apt to listen to future advice if you let them figure out that

you are right on their own.

Devise a System of Teamwork and Trust

Employees are never going to produce the way you expect them to if they think you don’t care

about them. Start off by learning about your employees’ personal lives. This will give you

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insights into how to deal with them in certain situations. Your relationship with your workers

should seem like one between partners as opposed to one between employee and boss. Also,

spread specific assignments around among your workers. By giving employees special tasks, you

make them feel more important. When your employees feel like they are being trusted with

added responsibilities, they are motivated to work even harder so they won’t let the company

down.

Foster an Environment of Fun

Studies have shown that employees are more dependable and productive when they think their

workplace is a fun place to come to every day. I’ve found that one of the most effective methods

of doing this is simply engaging my sales reps in conversations about topics that we both find

interesting. It’s not necessary to talk to them all day long, but a few minutes here and there

throughout the day can work wonders. Little talks like these allow the employee to see you as a

regular person, and when your employees like you as a person, they are more likely to listen to

you when you need them to get something done.

REWARDS

People join organizations expecting rewards. Firms distribute money and other benefit in

exchange for the employee’s availability, competence and behaviors.

The following diagram identifies four types of rewards: membership and seniority, job status,

competency and performance.

Membership and Seniority-based Rewards

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Benefit an employee receives depends on the firm which he or she joins. An MBA taking up a

job in Wipro or Infosys gets more benefits than boy or girl who joins a state government

undertaking.

In the same firm, a senior employee receives more benefits than employee .Advancement , pay

raises, retirement benefits and perquisites depend on seniority of an employee.

Membership& Seniority

Task

Performance

Job Status

Competency

Organizational Rewards

Types of organizational rewards

There are advantages and limitations associated with membership and seniority based

reward .Membership based reward attract job applicants but the problem is such reward may not

directly motivate job performance .Seniority based rewards tend to reduce turnover but may fail

to motivate achievers to perform better. Another problem with is that they discourage poor

performers form leaving the film voluntarily because alternative jobs are simply not available to

them.

Performance-based Rewards

The trend that is emerging recently is to link pay to performance rather than to seniority or

membership. Firms in N.America, Europe and Asia are paying their employees more for

performance than ever before. For instance, in a recent survey of 210 large firms in Tokyo,

Japan, 24 per cent awarded pay increases on the basis of performance than seniority.

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Performance-based rewards are many, but the most common among them are:

Team rewards are common where firms rely in teams to get work done. Some teams are

rewarded with special bonuses or gifts if they collectively achieve specific goals. A gain sharing

plan is a type of team reward that motivates team members to reduce costs and increase labor

efficiency in their work process. Gain sharing plans use a predetermined formula and calculated

cost savings and pay bonus to all team members. Typically, the company shatters the cost

savings with employees.

Individual rewards are quite common in organizations. The most common is the piece rate which

links pay to the units produced by an employee. Commissions are paid to sales people on the

actual sales shown by them. Merit pay is based on the individual’s performance. This is

gradually replaced by retainable bonuses for accomplishing specific tasks or for achieving

certain goals. Although these bonuses are often determined from team or organizational

performance, they may also result from satisfactory completion of individual goals.

Are rewards, particularly monetary rewards, reality motivators? Put in another way, does money

motivate employees? The answer is ‘yes’ and ‘no’.

Money is understood to be powerful motivator for more than one reason. In the first place,

money is fundamental for completion of task. Work, unless it is voluntary or “play” involves a

contract between two parties “guaranteed” by the payment of money. The employee takes pay as

the reward for his or her work’ and the employer views it as the price for using the services of

the employee.

Page | 37

Second, as a medium of exchange, money is the vehicle by which employee can buy numerous

need satisfying goods and services they desire. Third, money is one of the hygiene factors, and

improving maintenance factors is the first step in effort directed towards motivation. Fourth,

money also performs the function of a “score card” by which employees assess the value that the

organization place on their services and by which employees can compare their “values” to

others. Fifth, reinforcement and expectancy theories attest to the value of money as a motivator.

In the former, if pay is contingent upon performance, it will encourage workers to high levels of

effort, Consistent with the expectancy theory, money will motivate to the extent that it is seen as

being able to satisfy an individual’s personal goals and is perceived as being dependent upon

performance criteria.

Sixth, money acts as punctuation in one’s life. It is an attention-getting and effect-producing

mechanism Money has, therefore, tremendous importance in influencing employee behavior.

Seventh, money is easily vulnerable for manipulation. Other factors like satisfaction,

responsibility, a challenging job and the like are nebulous. Payments and the plans with which

they are linked are manipulatable. Finally, money will be a powerful motivator for a person who

is tense and anxious about lack of money. Many worries and concerns are financially based. It is

relaxing to receive sufficient money to clear the outstanding bills and past debts which have been

causing tension.

But behavioral scientists think otherwise. They downgrade money as a motivator. They prefer,

instead, other techniques such as challenging jobs, goals, participation in decision of behavioral

scientists to money as a motivator is understandable for at least six reasons. First, money is not

important to all people. High achievers, for example, are intrinsically motivated. Money has little

Page | 38

impact on such people. Second, people fail to see a direct linkage between monetary and

performance. In these days of unionization, protective legislation, seniority based promotion, and

the coast of living indexation, pay raises do not depend on performance. Third, for money to

motivate the difference in pay increase between a high performer and an average performer must

be significant. In practice it rarely is. Fourth, management must have the discretion to reward

high performers with more money. This is not possible, thanks to strong unionization. Fifth,

relationships among employees are often ruptured because of the scramble for monetary rewards.

Finally, financial incentives discourage risk-taking propensity of people. Whenever people are

encouraged to think about what they will get for performing a task, they become less inclined to

take risk or explore possibilities.

The conclusion is that money can motivate some people under some conditions. Put it another

way money cannot motivate all people under all circumstances. Studies too attest to the same

assertion.

Motivating Employees without Money

The employees who work for your company are naturally motivated. All you need to do is to

utilize their natural ability, which you can do without spending a time. That's right! No money.

In fact, money can actually decrease an employee's motivation and performance. The first step in

utilizing your employees' natural abilities is to eliminate your organization's negative practices

that zap away their natural motivation. The second step your organization can take is to develop

true motivators which can spark all your employees into being motivated. By decreasing

negative zapping demotivators and by adding true motivators, you will tap into your employees'

natural motivation. Your employees' natural motivation relies on the fact that all people have

human desires for affiliation, achievement, and for control and power over their work. In

Page | 39

addition, they have desires for ownership, competence, recognition, and meaning in their work.

The following is a list of ten motivation zapping organizational behaviors that will demotivate

your employees.

• Create an atmosphere full of company politics.

• Develop unclear expectations regarding your employees' performance.

• Create a lot of unnecessary rules for employees to follow.

• Plan unproductive meetings for employees to attend.

• Promote internal competition between employees.

• Withhold information critical for employees to perform their work.

• Provide criticism instead of constructive feedback.

• Tolerate poor performance so your high performing employees feel taken advantage of.

• Treat employees unfairly.

• Underutilize the capability of your employees.

The following are examples of true motivators that will help your employees tap into their

natural ability to be motivated. Remember; implement these true motivators without spending

money. Instead of focusing on money, focus on how you can make some changes within your

organization.

• If your employees do routine work add some fun and variety to their routine.

• Provide employees with input and choice in how they do their work.

• Encourage responsibility and leadership opportunities within your company.

• Promote social interaction and teamwork between employees.

• Tolerate learning errors by avoiding harsh criticism.

• Promote job ownership.

Page | 40

• Develop goals and challenges for all employees.

• Provide lots of encouragement.

• Make appreciation part of your repertoire.

• Develop measurement that shows performance increase.

By eliminating demotivators and adding in no cost motivators you are tapping into your

employees' natural human desires to perform at their maximum level of motivation and

productivity. The following are the human desires that you are tapping into.

• Desire for activity

• Desire for ownership

• Desire for power

• Desire for affiliation

• Desire for competence

• Desire for achievement

• Desire for recognition

• Desire for meaning

That's it! Remember; don't work to change one individual at a time. Work to change your

organization to decrease the demotivators and thereby increase your employees’ natural ability to

self motivates themselves.

Employee motivation

Principles of improving employee motivation and empowerment

Employee motivation questionnaires or surveys

Staff surveys are usually very helpful in establishing whether staff in your company is motivated

and therefore performing to best effect. Aside from the information that questionnaires reveal,

Page | 41

the process of involving and consulting with staff is hugely beneficial and motivational in its

own right, (see the 'Hawthorne Effect'). Whilst your survey will be unique to your company,

your staff issues, your industry and culture, some useful generic guidelines apply to most

situations. Although not exhaustive, the following ten points may help you cover the relevant

subject areas and help towards establishing facts rather than making assumptions about

motivation when designing your own questionnaires on employee motivation.

Page | 42

EMPOWERMENT

Empowerment is one of concepts discussed much in HRM. Empowerment is what young job

aspirants are looking for in organizations. More than monetary rewards, it is the feeling that

employee ‘owns’ the job that motivates him or her nowadays. Empowerment may be understood

as ‘’a process of enhancing feelings of self .efficacy among organizational members through the

identification of conditions that foster powerlessness and through their removal by both formal

organizational practices and informal techniques of providing efficacy information “Empower

employees are energetic and passionate. They aspire to do better job because they get personally

rewarded for doing job.

Empowerment consist five stages. The first stage involves identifying .The conditions existing in

the organizations that lead to feelings of powerlessness on the part of organizational members.

These conditions manifest through poor communication, centralized resources, and authoritarian

styles of leadership, low incentive value rewards, low task variety and unrealistic performance

goals.

Diagnosis being completed as suggested above, the next stage is to introduce empowerment

strategies and techniques. Use of participative management implementing merit-Pay systems and

job enrichment are example of possible empowerment practices.

The use of the programmes (stated above) is designed to accomplish two objectives in the third

stage. One is simply to remove the conditions identified in the first stage as contributing to

powerlessness. The second, and more important, is to provide self-efficacy information to

Page | 43

subordinate. Self-efficacy describes a belief in one’s effectiveness. Individuals high in self-

efficacy information to subordinates. Self-efficacy describes a belief in one’s effectiveness.

Individuals high in self-efficacy tend to be confident and self-assured and feel they are likely to

be successful in whatever Endeavour’s they undertake.

Receiving such information result in feeling of empowerment in the fourth stage .This is because

increasing self-efficacy straightens effort –performance expectancies. Finally, the enhanced

empowerment feelings from stage four are translated into performance in the fifth and final

stage. These behavioral consequences of empowerment include increased activity directed

towards task accomplishment.

Empowerment result in performance

Empowerment is facilitated by a combination of factors including values, leadership, job

structure and reward systems.

Empowerment occurs when power of decision –making and authority to share resources go to

employees who then experiences a sense of ownership and control over jobs. Empowered

employees know that know that their jobs belong to them. Given a say on how things are done,

employees feel more responsible. When they feel responsible, they show more initiative in their

work, get more done and enjoy the work more.

Empowerment demands team formation. Teams, thus formed, are called self-directed or simply

empowered teams. Wipro Corporation has nearly 30 such teams and Titan, ABB, Tata

information Systems too have their own empowered teams. The 60,000 tones per annum

polyester filament yarn plant of Reliance at Hazira went on stream within 14 months mainly

because its technical teams were empowered to make critical decisions at the worksite.

Page | 44

Information sharing is another building block of empowerment. Employees need to be informed

about the business and demonstrate how their work fits in. One of the most important measures

of job satisfaction is whether employees find meaning in their work-if they know what they are

working towards and understand how their work affects other employees and the organization as

a whole.

Page | 45

MANAGEMENT MOTIVATION EXAMPLES

to illustrate that there are better ways to motivate employees

Blaire Palmer's experience has enabled her to work with a wide range of individuals and groups

from a variety of backgrounds. Some of these people are highly motivated themselves, but

struggle to extend this state of mind to the people they manage. Other people are at the receiving

end of KITA motivation strategies that (obviously) aren't working on them. These people know

they 'should' be more engaged with their work. Sometimes they fake it for a few months but it's

not sustainable. In this paper Blaire identifies some common assumptions about motivation and

presents some new paradigms that can help motivate more effectively.

By adding these coaching tools and motivation principles to your capabilities you should find the

job of leading those around you, and/or helping others to do the same, more of a joyful and

rewarding activity. Instead of spending all your time and energy pushing and cajoling (in the

belief that your people's motivation must come from you) you will be able to focus on leading

your team, and enabling them to achieve their full potential - themselves.

Ultimately, motivation must come from within each person. No leader is ever the single and

continuing source of motivation for a person. While the leader's encouragement, support,

inspiration, and example will at times motivate followers, the leader's greatest role in motivating

is to recognize people for who they are, and to help them find their own way forward by making

best use of their own strengths and abilities. In this way, achievement, development, and

recognition will all come quite naturally to the person, and it is these things which are the true

fuels of personal motivation.

Page | 46

By necessity these case studies initially include some negative references and examples, which I

would urge you to see for what they are. How not to do things, and negative references, don't

normally represent a great platform for learning and development.

In life it's so important always to try to accentuate the positive - to encourage positive

visualisation - so, see the negatives for what they are; silly daft old ways that fail, and focus on

the the positives in each of these examples. There are very many.

Motivation example 1 - 'everyone is like me'

One of the most common assumptions we make is that the individuals who work for us are

motivated by the same factors as us. Perhaps you are motivated by loyalty to the company,

enjoying a challenge, proving yourself to others or making money. One great pitfall is to try to

motivate others by focusing on what motivates you.

Marie, a director in her company, was being coached. She was a perfectionist. Every day she

pushed herself to succeed and was rewarded with recognition from her peers. But she was unable

to get the same standard of work from her team members. In the first few weeks of her coaching

she would say, "If only people realized how important it was to put in 110% and how good it felt

to get the acknowledgment, then they would start to feel more motivated".

But it wasn't working. Instead people were starting to become resentful towards Marie's

approach. Acknowledgment was a prime motivator for Marie so to help her consider some other

options, she was helped to brainstorm what else might motivate people in their work. Marie's list

grew: 'learning new skills', 'accomplishing a goal as part of a team', 'creativity', 'achieving work-

life balance', 'financial rewards' and 'the adrenaline rush of working to tight deadlines'. Marie

began to see that perhaps her team were indeed motivated - it was simply that the team members

were motivated in a different ways to her own.

Page | 47

If the leader can tap into and support the team members' own motivations then the leader begins

to help people to realize their full potential.

Motivation example 2 - 'no-one is like me'

Since the 1980's, research has shown that although we know that we are motivated by

meaningful and satisfying work (which is supported by Herzberg's timeless theory on the

subject, and virtually all sensible research ever since), we assume others are motivated mainly by

financial rewards. Chip Heath, associate professor at Stanford University carried out research

that found most people believe that others are motivated by 'extrinsic rewards', such as pay or job

security, rather than 'intrinsic motivators', like a desire to learn new skills or to contribute to an

organization.

Numerous surveys show that most people are motivated by intrinsic factors, and in this respect

we are mostly all the same.

Despite this, while many leaders recognize that their own motivation is driven by factors that

have nothing to do with money, they make the mistake of assuming that their people are

somehow different, and that money is central to their motivation.

If leaders assume that their team members only care about their pay packet, or their car, or their

monthly bonus, this inevitably produces a faulty and unsustainable motivational approach.

Leaders must recognize that people are different only in so far as the different particular

'intrinsic' factor(s) which motivate each person, but in so far as we are all motivated by 'intrinsic'

factors, we are all the same.

Page | 48

ANALYSIS AND

INTERPRETATION

OF DATA

Page | 49

ANALYSIS AND INTERPRETATION OF DATA

DESCRIPTIVE STATISTICS

4.1.1 Response about the support from the HR department

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Highly satisfied 18 36

2 Satisfied 29 58

3 Neutral 3 6

4 Dissatisfied 0 0

5 Highly satisfied 0 0

Total 50 100

(Table 4.1)

(Chart 4.1)

INTERPRETATION

The table shows that 58% of the respondents are satisfied with the support they are getting from

the HR department.

Page | 50

Highly Satis-fied

Satisfied Netural Dissatisfied highly Dissatis-

fied

0

10

20

30

40

50

60

70

36

58

6

0 0

Series1

Management is interested in motivating the employees

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 27 54

2 Agree 20 40

3 Neutral 3 6

4 Disagree 0 0

5 Strongly Disagree 0 0

Total 50 100

(Table 4.2)

Management is interested in motivating the employees

54

40

30 0

0

10

20

30

40

50

60

StronglyAgree

Agree Netural Disagree StronglyDisagree

Series1

(Chart 4.2)

INTERPRETATION

The table shows that 54% of the respondents are strongly agreeing that the management is

interested in motivating the employees.

Page | 51

The type of incentives motivates you more

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Financial Incentives 15 30

2 Non financial Incentives 9 18

3 Both 26 52

Total 50 100

(Table 4.3)

The type of incentives motivates you more

30%

18%

52%

Financial Incentives

Non Financial Incentives

Both

(Chart 4.3)

INTERPRETATION

The table shows that 52% of the respondents are expressing that both financial and non financial

incentives will equally motivate them.

Page | 52

Satisfaction with the present incentives scheme

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Highly satisfied 18 36

2 Satisfied 29 58

3 Neutral 3 6

4 Dissatisfied 0 0

5 Highly satisfied 0 0

Total 50 100

(Table 4.4)

Satisfaction with the present incentives provided by the organization

36%

58%

6%0% 0%

0%

10%

20%

30%

40%

50%

60%

70%

HighlySatisfied

Satisfied Netural Dissatisfied highlyDissatisfied

(Chart 4.4)

INTERPRETATION

The table shows that 58% of the respondents are satisfied with the present incentive scheme of

the organization.

Page | 53

The company is eagerness in recognizing and acknowledging employee’s work

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 18 54

2 Agree 29 58

3 Neutral 3 6

4 Disagree 0 0

5 Strongly Disagree 0 0

Total 50 100

(Table 4.5)

Eagerness of the company in acknowledging the work of employees

36%

58%

6%0% 0%

0%

10%

20%

30%

40%

50%

60%

70%

StronglyAgree

Agree Netural Disagree StronglyDisagree

(Chart 4.5)

INTERPRETATION

From the study, 58% of employees agreed that the company is eager in recognizing and

acknowledging their work, 36% strongly agreed and only 6% showed neutral response.

Page | 54

Periodical increase in salary

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 12 24

2 Agree 23 46

3 Neutral 3 6

4 Disagree 9 18

5 Strongly Disagree 3 6

Total 50 100

(Table 4.6)

Periodical increase in salary

24%

46%

6%

18%

6%

0%5%

10%

15%20%25%30%35%

40%45%50%

StronglyAgree

Agree Netural Disagree StronglyDisagree

Series1

(Chart 4.6)

INTERPRETATION

The table shows 46% of employees agree that there is a periodical increase in the salary.

Page | 55

Job Security existing in the company.

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 15 30

2 Agree 18 36

3 Neutral 11 22

4 Disagree 3 6

5 Strongly Disagree 3 6

Total 50 100

(Table 4.7)

Job security exist in the company

30%

36%

22%

6% 6%

0%

5%

10%

15%

20%

25%

30%

35%

40%

Strongly Agree Agree Netural Disagree Strongly Disagree

(Chart 4.7)

INTERPRETATION

The table shows 35% of employees agree with good job security exist in the company.

Page | 56

Good relations with the co-workers.

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 15 30

2 Agree 27 54

3 Neutral 8 16

4 Disagree 0 0

5 Strongly Disagree 0 0

Total 50 100

(Table 4.8)

Good relations with co-workers

30%

54%

16%

0% 0%0%

10%

20%

30%

40%

50%

60%

Strongly Agree Agree Netural Disagree Strongly Disagree

(Chart 4.8)

INTERPRETATION

The table shows 54% of the respondents agree that they have good relations with co-worker.

Page | 57

Effective performance appraisal system.

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 10 20

2 Agree 23 46

3 Neutral 8 16

4 Disagree 6 12

5 Strongly Disagree 3 6

Total 50 100

(Table 4.9)

Effective performance appraisal system.

20%

46%

16%12%

6%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Strongly Agree Agree Netural Disagree Strongly Disagree

(Chart 4.9)

INTERPRETATION

The table shows 46% of the respondents agree to effective performance appraisal system existing

in the company.

Page | 58

Effective promotional opportunities in present job,

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 9 18

2 Agree 26 52

3 Neutral 9 18

4 Disagree 3 6

5 Strongly Disagree 3 6

Total 50 100

(Table 4.10)

18%

52%

18%

6% 6%

0%

10%

20%

30%

40%

50%

60%

StronglyAgree

Agree Netural Disagree StronglyDisagree

Effective promotional opportunities in present job

(Table 4.10)

INTERPRETATION

The table shows 52% of the respondents agree with effective promotional opportunities in their

present job.

Page | 59

Good safety measures existing in the organization.

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 15 30

2 Agree 23 46

3 Neutral 3 6

4 Disagree 6 12

5 Strongly Disagree 3 6

Total 50 100

(Table 4.11)

30%

46%

6%

12%

6%

0%5%

10%15%20%25%30%35%40%45%50%

StronglyAgree

Agree Netural Disagree StronglyDisagree

Good safety measures existing in the organization.

(Chart 4.11)

INTERPRETATION

The table shows 46% of the respondents agree that there is a good safety measure existing in the

company.

Page | 60

Performance appraisal activities are helpful to get motivated.

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 9 18

2 Agree 23 46

3 Neutral 6 12

4 Disagree 3 3

5 Strongly Disagree 9 18

Total 50 100

(Table 4.12)

Performance appraisal activities are helpful to get motivated

18%

46%

12%

6%

18%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Strongly Agree Agree Netural Disagree Strongly Disagree

(Chart 4.12)

INTERPRETATION

The table shows 46% of the respondents agree that the performance appraisal activities are

helpful to get motivated.

Page | 61

Support from the co-worker is helpful to get motivated

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 12 20

2 Agree 29 46

3 Neutral 0 0

4 Disagree 6 12

5 Strongly Disagree 3 6

Total 50 100

(Table 4.13)

Support from the co-worker is helpful to get motivated

24%

58%

0%

12%6%

0%

10%

20%

30%

40%

50%

60%

70%

Strongly Agree Agree Netural Disagree Strongly Disagree

(Chart 4.13)

INTERPRETATION

The table shows 58% of the respondents agree that the support from the co-worker is helpful to

get motivated.

Page | 62

Career development opportunities are helpful to get motivated

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Strongly Agree 10 20

2 Agree 26 52

3 Neutral 2 4

4 Disagree 4 8

5 Strongly Disagree 8 16

Total 50 100

(Table No.4.14)

20%

52%

4%8%

16%

0%

10%

20%

30%

40%

50%

60%

StronglyAgree

Agree Neutral Disagree StronglyDisagree

(Chart 4.14)

INTERPRETATION

The table shows 52% of the respondents agree that the career development opportunities are

helpful to get motivated.

Page | 63

Factors which motivates you the most.

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Salary increase 21 42

2 Promotion 15 30

3 Leave 3 6

4 Motivational talk 5 10

5 Recognition 6 12

Total 50 100

(Table 4.15)

42%

30%

6%

10%12% Salary increase

Promotion

Leave

Motivational talk

Recognition

(Chart 4.15)

INTERPRETATION

The table shows that the 42% of the respondent is responding that increase in salary will motivate them the most.

Page | 64

Incentives and other benefits will influence your performance

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Influence 32 64

2 Does not influence 12 24

3 No opinion 6 12

Total 50 100

(Table 4.16)

64%

24%

12%

Influence

Does not influence

No opinion

(Chart 4.16)

INTERPRETATION

The table shows 64% of the respondents responded that incentives and other benefits will

influence their performance

Page | 65

Management involves you in decision making which are connected to your department.

SL NOPARTICULAR

NUMBER OF

RESPONDENTS PERCENTAGE

1 Yes 47 94

2 No 0 0

3 Occasionally 3 6

Total 50 100

(Table 4.17)

94%

0% 6%

Yes No Occasionally

(Chart 4.17)

INTERPRETATION

The table shows 94% of the respondents agree that they the Management involve them in

decision making which are connected to your department.

Page | 66

CONCLUSION

AND

SUGGESTIONS

Page | 67

CONCLUSION AND SUGGESTIONS

FINDINGS:

The company Alcon Cables Ltd is following the clearly stated

recruitment and selection policies. There is also proper coordination among

the various departments. Consultants play and important role in

recruitments. job profile and job description plays an important role while

selecting an candidates.

Having gone through the entire system of Recruitment and Selection

procedure in Alcon Cables ltd, Rajpura, I tried to analyze in detail keeping

view the general Recruitment and Selection process. Though the system is

effective an functional, I feel the below mentioned recommendations and

suggestions will go along to improve the existing system:-

1. Alcon Cables ltd, is not conducting any of the test while recruiting the

people the committee should conduct test like aptitude test, intelligence

test, stress test, etc for the high posts and which have high work load. This

will help in bringing efficient people in the company.

2. Alcon Cables ltd, should improve their salary structure to encourage

more applicants to apply.

3. Alcon Cables ltd, should use wide advertisement methods like electronic

media so that information can reach to far places.

4. Alcon Cables ltd, should provide mare incentives to the employees like

bonus, increase in HRA, etc to attract the new applicants.

Page | 68

BIBLIOGRAPHY

Page | 69

BIBLIOGRAPHY

1. www.google.com

3. www.yahoo.com

4. projects.com

5. http://en.wikipedia.org/wiki/recruitment and selection.

6. http://www.managament help.org/

7. http://recuritment.naukrihub.com./recuritment Vs selection html. +

(Project)

Page | 70

QUESTIONNAIRE ON

EMPLOYEE

MOTIVATION:

Page | 71

QUESTIONNAIRE ON EMPLOYEE MOTIVATION:

  BASIC NEEDS:

Q.1. The salary increments given to employees who do their jobs very well motivates them.

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

e) Strongly disagree

Q.2. Financial incentives motivates me more than non financial incentives.

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

e) Strongly disagree

Q.3. I am satisfied with the salary I draw at present.

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

e) Strongly disagree

Q.4. I am satisfied with the lunch break, rest breaks and leaves given in the organization.

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

e) Strongly disagree

SAFETY

Q.5.Good physical working conditions are provided in the organization.

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

e) Strongly disagree

Q.6.The employees in the organization feel secured in their job.

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

Page | 72

e) Strongly disagree

Q.7.The retirement benefits available are sufficient.

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

e) Strongly disagree

Q.8.The medical benefits provided in the organization are satisfactory.

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

e) Strongly disagree

ESTEEM:

Q.9.Visibility with top management is important to me.

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

e) Strongly disagree

Q.10. I feel that my superior always recognizes the work done by me

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

e) Strongly disagree

Q.11.I feel that the job I do gives me a good status.

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

e) Strongly disagree

Q.12.I am satisfied with the responsibility and role that I have in my work

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

e) Strongly disagree

Q.13.The quality of the relationships in the informal workgroup is quite important to me.

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

e) Strongly disagree

Q.14.I am satisfied with the support from the HR department.

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

e) Strongly disagree

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Q.15.In this organization there is fair amount of team spirit.

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

e) Strongly disagree

Q.16.I feel more motivated while participating in activities done here like, Nach Baliye,

Sports week, Cricket tournament’s etc.

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

e) Strongly disagree

SELF ACTUALIZATION:

Q.17.I want to be the best at my own job.

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

e) Strongly disagree

Q.18.I generally like to schedule my own work and to make job-related decisions with a

minimum of supervision.

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

e) Strongly disagree

Q.19 I find opportunities for advancement in this organization.

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

e) Strongly disagree

Q.20.My aim is self-knowledge and enlightenment. The most important thing to me is

realizing my ultimate personal potential.

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

e) Strongly disagree

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