Dissertation

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Comparative Study of Employees Motivation Levels inTwo Modern and High Technology Organizations with

Well Established Departments for

Human Resource Development

Guide: - Prof. Maria XavierDr. N S Pathak

Investigator: - T D Joshi, DEE

FACULTY OF EDUCATION AND PSYCHOLOGYM S UNIVERSITY OF BARODA

VADODARA INDIAMARCH 1990


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Comparative Study of Employees Motivation Levels inTwo Modern and High Technology Organizations with

Well Established Departments for


Dissertation Submitted In Partial Fulfillment of theRequirements for the Post Graduate Diploma In


TO

The Faculty of Education and PsychologyMaharaj Sayajirao University Vadodara

Guide: - Prof. Maria XavierDr. N S Pathak

Investigator: - T D Joshi; DEE

March - 1990


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ACKNOWLEDGEMENTS

I take this opportunity to convey my sincere

gratitudes to Professor Maria Xavier for his valuableguidance in performance of this study.

I am very highly thankful to Dr. N S Pathak for his kindguidance and help at every step in completing this

project and dissertation.

I wish to convey my sincere thanks to Dr.Ms. Manjuli

Gon, Dr. C N Daftuar, Dr. R K Parlikar, Dr. Z MKureshi and

Dr. I D Bhatt and last but not the least to all themembers of HRD group for the valuable help.

I am extremely thankful to all my friends and staffmembers of Faculty of Education & Psychology for

their kind Co-operation and help in completing thisdissertation project.

Last but not least I am deeply indebted to my wifeManjula and my dear daughter Pratixa for the

encouragement and help given to me at every step inthis work of mine, in the absence of which this project

could not have come to this shape.

T D Joshi


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Contents

Chapter 01 Introduction

Motivation and its meaningTheories of motivationNeed for present study

Chapter 02

Review of related literature

Chapter 03

Description and historical background ofOrganization No: - 01

Description and historical background ofOrganization No: - 02

Chapter 03

Methodology

Chapter 04

Results and discussion

Chapter 05

SummaryConclusion

Annexure AAnnexure BBibliography


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CHAPTER 1 INTRODUCTION

MOTIVATION AND ITS MEANING

Motivation is the basic psychological process. Nonewould deny that it is the most important process in themore micro approach to the organization behavior.

Many people equate the causes of behavior withmotivation. Causes of behavior are much broader andmore complex than can be explained by motivation

alone. Hence motivation should never be under-rated.

Along with Perception, Personality and Learning,Motivation is a very important process inunderstanding a behavior. It must be rememberedthat, motivation should not be taken for granted as theonly explanation of behavior. It acts and interacts on

conjunction with other mediating process and theenvironment. It must also be remembered that likeany other mediating process or environment,motivation can not be seen. Motivation is invisible.What all can be seen is the behavior.

Motivation is the hypothetical construct that is used to

help explain behavior. Hence it should never beequated with the behavior.


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The meaning of motivation: -

To day virtually all possible including laymen andscholars have their own definition of motivation,containing one or more of the following terms: -

Desires Wants, Wishes, Aims, Goals, Needs, Drives,Motives and Incentives.

Technically motivation can be traced to Latin word

Movere that means to move.

Definition: -

A motive is an inner state that energizes, actuates,activates or moves (Hence motivation)that directs orchannels the behavior towards the goals.

A motive is restlessness, a lack of you, a force. Oncein grip of a motive the organism does something. Itmost generally does something to reduce therestlessness, to remedy the lack, to alleviate you tomitigate the force.

The key to understanding the motivation seems to liein the meaning and relationship between needs,drives and goals.

Basic motivation process sets-up drives to accomplishgoals.


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BASIC MOTIVATION PROCESS

Needs Drives Goal

(Deprivation) (Deprivation with direction) (Reduction of dr ives)

Needs: -

The best one word definition of needs is thedeficiency. In the homeostatic sense, needs arecreated whenever there is a physiological orpsychological imbalance. For example a need existswhen a cell in the body is deprived of food and wateror the human personality is deprived of other personswho serve as friends or companions. (Hunger, Thirstand Company)

Drives: -

With a few exceptions, drives or motives (These twoterms shall be used interchangeably), are set-up toalleviate needs. A drive can be simply defined as adeficiency with direction. Drives are action oriented

and provide an energizing thrust toward goalaccomplishment. They are at the very heart of themotivational process. The examples of the needs forfood and water are translated into hunger and thirst


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drives and the need for friends becomes a drive foraffiliation.

Goals: -

At the end of motivation cycle is the goal. A goal inthe motivation cycle can be defined as anything thatwill alleviate a need and reduce it to drive. Thusattaining a goal tend to restore physiological andpsychological balance and will reduce or cut-off to thedrive.

TYPES OF MOTIVATION

PRIMARY MOTIVES: -

Psychologists do not totally agree on how to clarifyvarious human motives but they would acknowledge

that some motives are unlearned and physiologicallybased. Such motives are variously calledphysiological, biological, unlearned or the primary.The last term primary is used here because it is morecomprehensive than the other.

The use of the term Primary Motives does not imply

that said group of motives always takes precedenceover General & Secondary group of motives.Although the precedence of Primary motives isimplied in some motivation theories and there aremany situations in which general and secondarymotives predominate over primary motives. Common


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examples include celibacy among priests and fastingfor a religious, social or a political cause. In both ofthese cases learned secondary motives are stronger

than unlearned primary motives.

The criteria must be met in order for a motive to beincluded in the primary classification, i.e. it must beunlearned and must be physiologically based. Thusdefined the most commonly recognized primarymotives include Hunger, Thirst, Sleep, and Avoidance

of pain, Sex and Material concern.

GENERAL MOTIVES: -

A separate classification for general motives is notalways given. Yet such a category became necessary

because there are a number of motives which lie in agrey area between the Primary and Secondaryclassification. To be included in a general category, amotive must be unlearned but not physiologicallybased. Although not all psychologists would agree,the motivation of competence, curiosity, manipulation,activity and affection seem to best meet the criteria for

said classification. An understanding of these generalmotives is crucial to the study of human behavior,especially in organizations. These are more relevantto Organizational Behavior than the Primary Motives.


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THE COMPETENCE MOTIVE: -

Robert W White is most closely associated with the

competence motive. While built an entire theory ofcompetence motive, he was convinced that peoplestrive to have control or competence over theirenvironment. People need to know what they aredriving to be able to make things happen.White determined that critical time for competencedevelopment is between the ages of six and nine.During this period children cut strings and venture into

world on their own. They develop needs to cross thestreet by themselves, ride a bicycle, play base-ball,roller skates and read. These needs are manifestedby the drive for competence or mastery over theenvironment. The experiences of success and failuresthat youngsters come across, during the critical period,have lasting impact on the intensity of their

competence motive.

This motive has interesting implications for job designin the organization. It suggests that people may bemotivated by the challenges of trying to master thejobs or to become competent in the jobs. But once thehighly specialized jobs are mastered in the modern

organizations, shortly after that competence motivewould disappear.


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SECONDARY MOTIVES: -

These motives are clearly tied to learning concepts. Amotive must be learned to be included in thesecondary classification. Numerous important humanmotives meet this criterion. Some of the moreimportant ones are the Power, Achievement andAffiliation and those are commonly referred to as Pow,Ach & Aff. In addition, especially in reference toorganizational behavior, Security and Status are also

important secondary motives.

POWER MOTIVE: -

The leading advocate of the power motive was AlfredAdler. In the year 1911, Adler officially broke his closeties with Sigmund Freud and proposed an opposing

theoretical position. Whereas Sigmund Freudstressed the impact of the past and of sexualunconscious motivation, Adler substituted the futureand persons overwhelming drove for superiority ofpower. Adler said: -

Now I begin to see clearly in every physical

phenomenon the striving for superiority__________.All our functions follow its directions, rightly or wronglythey strive for conquest, surety, increase_________.Whatever promises all our philosophers andpsychologists dream of are______ Self preservation,pleasure principle, equalization, all these are but


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vague representations, attempts to express the greatupward drive- ** The fundamental fact of our life.**

To explain the power need the need to manipulateothers or the drive for superiority over others. Adlerdeveloped the concepts of inferiority complex andcompensation. He felt that every small childexperiences a sense of inferiority. Whenever thisfeeling of inferiority is combined with what he sensedan innate need for superiority, the two rules all thebehavior. The persons lifestyle is characterized by

striving to compensate for feeling of inferiority which iscombined with the innate drive for power.

The power motive has significant implications fororganizational leadership and behavior and for theinformal political aspects of organizations. It hasemerged as one of the most important dynamics in

the study of organizational behavior.

THE ACHIEVEMENT MOTIVE: -

David C McClelland a renowned psychologist ofHoward is most closely associated with the study ofachievement motive.

In early 1947 McClelland thoroughly investigated andwrote about all aspects of achievement motive. Out ofthis, extensive research has emerged clear profile ofcharacteristics of the high achiever.


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In most simple manner, Achievement Motive can beexpressed as a desire to perform in terms ofexcellence or to be successful in competitive

situations.

THE AFFILIATION MOTIVE: -

The affiliation motive though very complex, plays avery vital role in human behavior. Sometimesaffiliation is equated with social motive and / or groupdynamics. The affiliation motive is neither as broad as

is implied by the definition of Social Motives nor ascomprehensive or complex as is implied by definitionof group dynamics.

According to Hawthorn studies, the importance ofaffiliation motive in the behavior of organizationparticipants has been very clear. Employees

especially rank and file employees have a veryintense need to belong to and be accepted by a group.This affiliation motive is an important part of groupdynamics.

STATUS OR PRESTIGE MOTIVE: -

Dr. Saul W Gellerman is a renowned psychologist anda member of American Psychological Association. Heis Manager of Personnel Research IBM World TradeCorporation. In one of his books MOTIVATION &PRODUCTIVITY says that: -


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A mans prestige is in other words is how he expectsto be treated and it has therefore a definite effect onhow comfortably, conveniently and efficiently he can

expect to get along the life. Prestige is conferred bythe society and not elected by an individual to suite tohis taste. High prestige is often as much a matter oflow status people wanting to put someone on apedestal or platform.

THEORIES OF MOTIVATION

Content Theories of Work Motivation: -

The content theories of work motivation attempt todetermine what it is that motivates the people at work.The content theories are concerned with identifyingneeds / drives that the people have and how theseneeds and drives are prioritized. They are concerned

with the type of incentives or goals that people striveto attain in order to be satisfied and perform well.

At first money was felt to be the only incentive(Scientific Management) and then little later it was feltthat incentives include: Working conditions, Securityand Human relations, (Democratic Supervision Style).

Lately the content of motivation has been deemed tobe so called Higher Level needs motives such asEsteem and Self Actualization by **Maslow** /Responsibility, Recognition, Achievement andAdvancement by **Herzberg** and Growth andPotential Development by **Alderfer**.


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A thorough understanding of major content modelscontributes to understanding of work motivation and

its application techniques. So they can feel guidedand protected as it is of an individual wanting toenhance his own status by getting on to that pedestalor the platform himself.

Everyone begins life with certain degree of prestigemotive merely by virtue of its origins. Prestige

Motivation can be a powerful and continuing force inshaping a mans career, since the kind of jobs oneholds can be a vehicle for par excellence forupward mobility. People seek prestige throughouttheir lives in countless ways, some of them subtle andothers blatant.

SECURITY MOTIVE: -

All men are after all vulnerable to accidents, riots,diseases and the vagaries of economics and there isno doubt when men are buffeted too hard bymisfortunes, their efficiency drops. Thereforeindividuals and organizations that employ them have

a common welfare interest in acquiring some degreeof assurance that **Lifes catastrophes will be bluntedor starved off if possible and employees will beprotected against life catastrophes to the maximumpossible extant**


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Abraham Maslow felt and arranged motivationalneeds in a hierarchal manner. He believed that oncea given level of need is satisfied, it no longer serves to

motivate. The next higher need has to be activated tomotivate the individual.

Maslow did not intend that his need hierarchy bedirectly applied to work motivation. Despite this lack ofintent on Maslows part, others such as DouglasMcGregor, in his widely read book, The Human Sideof Enterprise, popularized Maslows theory inmanagement literature. The need hierarchy has a

tremendous impact on modern management tomotivation.

HERZBERGS TWO FACTOR THEORY OF MOTIVATION: -

Two Factor Theory (also known as Herzberg'sMotivation-Hygiene Theory) was developed byFrederick Herzberg, a psychologist who found that job

satisfaction and job dissatisfaction actedindependently of each other. Two Factor Theorystates that there are certain factors in the workplacethat cause job satisfaction, while a separate set offactors cause dissatisfaction. He termed factors

SELF ACTUALISATION

ESTEEM NEEDS

LOVE NEEDS

SAFETY NEEDS

PHYSIOLOGICAL NEEDS


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causing dissatisfaction as Hygiene Factors. Saidtheory is closely related to the Maslows needhierarchy. The hygiene factors are preventive and

environmental in nature and they are more or lessequal to Maslows Lower Level Needs.

Motivators (e.g. challenging work, recognition,responsibility) which give positive satisfaction,arising from intrinsic conditions of the job itself,such as recognition, achievement, or personalgrowth and

Hygiene factors (e.g. status, job security, salaryand fringe benefits) which do not give positivesatisfaction, although dissatisfaction results fromtheir absence. These are extrinsic to the workitself, and include aspects such as companypolicies, supervisory practices, or wages/salary.

Essentially, hygiene factors are needed to ensure anemployee is not dissatisfied. Motivation factors areneeded in order to motivate an employee to higherperformance, Herzberg also further classified ouractions and how and why we do them, for example, ifyou perform a work related action because you have

to then that is classed as movement, but if youperform a work related action because you want tothen that is classed as motivation.


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Motivator Factors

Achievement Recognition Work Itself Responsibility Promotion Growth

Hygiene Factors

Pay and Benefits Company Policy and Administration Relationships with co-workers Physical Environment Supervision Status Job Security Salary

Victor Vrooms Expectancy

Theory of Work Motivation: -

The expectancy theory of work motivation has its rootin the cognitive concepts of pioneering psychologists

Kurt Lewin and Edward Tolman and the choicebehavior and utility concepts from classical economictheory. However the first to formulate an expectancytheory directly aimed at work motivation was VictorVroom in 1964.


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Contrary to most critics, Vroom proposed hisexpectancy theory as an alternative to the contentmodels, which he felt were inadequate explanations

of the complex process of work motivation. In theacademic circles his theory has become a popularexplanation of work motivation and has generated aconsiderable research.

The basic assumption is that the choices made by aperson among alternative courses of actions arelawfully related to psychological events occurring

contemporaneously with the behavior. This iscommonly called VIE theory based on the concepts of:-

1. V Valence2. I Instrumentality3. E Expectancy

By valence Vroom means strength of an individualsperformance for a particular outcome. Other termsthat might be used include value, incentive, attitudeand expected utility. In order for the valence to bepositive, the person must prefer attaining the outcometo not attaining. A valence of zero occurs when theindividual is indifferent toward the outcome. The

valence is negative when the individual prefers notattaining the outcome to attaining the outcome.Another major input into valence is the instrumentalityof the first level outcome in obtaining desired secondlevel outcome.


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For example assume that an individual desirespromotion and he feels that superior performance is avery strong factor in achieving that goal. His first level

outcomes are then superior, average or poorperformance. His second level outcome is promotion.The first level outcome of high performance thusacquires a positive valence in virtue of its expectedrelationship to the preferred second level outcome ofpromotion.

In above example, the person will be motivated

toward superior performance because of the desire tobe promoted. The superior performance (First leveloutcome) is seen as big as instrumental in obtainingpromotion (Second level outcome).Another major variable in Vrooms motivationalprocess is Expectance. Although at the first glancethe expectancy concept may appear to be identical to

instrumentality input into valence, but in fact it is quitedifferent. Expectancy differs from instrumentality, inthat it relates efforts to first level outcomes whereinstrumentality relates to first and second leveloutcomes to each other.

In other words expectancy is the probability (Ranging

from 0 to 1) that a particular action or effort will lead toa particular first level outcome. Instrumentality refersto the degree to which a first level outcome will lead toa desired second level outcome.


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In nutshell, the strength of motivation to perform acertain act will depend on the algebraic sum of theproducts of the valence for the outcome. This includes

the instrumentality that is many times theexpectancies.

EQUITY THEORY OF WORK MOTIVATION

Equity theory has been around just as long as theexpectancy theories of work motivation. Equity theoryhas its roots in Cognitive Dissonance Theory and

Exchange Theory. As the theory of work motivation,credit for equity theory goes to J Stacy Adams. Simplyput, the theory argues that major input into jobperformance and satisfaction is the degree of equity(or inequity) that people perceive in their worksituation. In other words, it is another cognitivelybased motivation theory and Adams depicts a specific

process of how this motivation occurs.Using the terminology of person, (any individual forwhom equity or inequity exists) and the other (anyindividual with whom is the relevant exchangerelationship or with whom person compares him orherself).

Adam states: - Inequity exists for person wheneverhe or she perceives that the ratio of his outputs toinputs and the ratio of other persons outputs to inputsare unequal.


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This can be illustrated by the following equation:

ATTRIBUTION THEORY AND LOCUS OF CONTROL: -

Recently the attribution that the people make and thelocus of control that they perceive have emerged asimportant explanations of work motivation. Kelley

stresses that the theory is mainly concerned with thecognitive process by which an individual interprets hisor her behavior as being caused by (or attributed) tocertain parts of the relevant environment. It isconcerned with the WHY questions of motivationand behavior. Since most causes attributes and Whysare not directly observable, the theory says that

people must depend upon cognitions particularlyperceptions.

The attribution theorists assume that humans arerational and are motivated to identify and understandthe general structure of their relevant environment.It is this search for attributes that characterizes theattribution theory.


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Heider believed that people will behave differently ifthey perceive internal attributes from the way they willbehave if they perceive external attributes. It is this

concept of differential ascriptions that has veryimportant implications for work motivation.

NEED FOR THIS STUDY: -

Motivation is a basic psychological process which is aparamount importance to organization behavior andHRD processes. In this modern and high-tech era of

advancements, the expectations of individuals andthe organizations have reached to a very high level.Organizations have shown their care, concern andinterest not only towards improvements and growth ofthe organization alone but also towards theimprovement of each individual participant throughvarious HRD programs.

The investigator thus desires to assess the motivationlevel of the employees of two such organizations withhigh technology, having their own HRD Departmentsinto operation. The aim is to compare study andsuggest possible ways for the mitigation of any suchproblems that may be hindering the desired smooth

functioning of the organizations.

The investigator is not only confident, rather he knowsthat organizations under study are convinced andcommitted to the concept and philosophy of HRD and


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hence they have their own exclusive well establishedHRD Departments into operation.

Since the inception these organizations haveexpanded and grown at the rate of greater than 10%of the initial designed capacity per year and more.The capacity utilization is >100%. The organizationsare happy and satisfied that their efforts made themachieve their goals.

We should know the level of motivation what it is

today and where we stand. Then by looking backwherefrom we originally started, we can get the waysand means to further improve the motivation levels ofindividuals in the interest of human values and theorganization as a whole.

In the past most of the studies on motivation have

been carried out with a view to link them up withorganizational variables like productivity, satisfactionetc. But hardly any studies have been made onmotivation with a view to promoting growth anddevelopment after ascertaining the motivationpotential of higher level personnel in organizations,with a strong commitment to promoting growth and

development through Human ResourceDevelopment. Hence is the need for present study.


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CHAPTER 02

SOME EMPIRICAL STUDIES IN INDIA: -

Several studies have reported about motivation ofIndian workers and managers. It is difficult tosummarize these studies, as different methods havebeen used in collecting and analyzing the data. Mostof the studies tried to answer the question whatmotivates the worker or manager in an Indianorganization.

In most cases respondents rank ordered some factorsor rated them for their importance. Furthermore areview of about 50 published studies by Udai Pareekindicated that while workers generally give importanceto wages, security and working conditions,supervisors and managers give more importance to

advancement, responsibility and the work itself.

However some other studies show opposite results.It would be worthwhile to analyze the studies in moredepth. A clue is provided by Kalanidi in 1972 whofound out that security and income were rated as themost important factors by the least satisfied workers

whereas these were given fifth and seventh by mostsatisfied workers. Hence one factor that seems tointervene in the perception of satisfaction anddissatisfaction is the efficiency and the motivationlevel of the respondent. More systematic studies arestill needed in this area.


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Roy and Raja (1977) reviewing various studies of themotivation of the supervisors and managers in India

have suggested the following tentative trends: -

1. Promotion is the most important incentive andalso most dissatisfying element among thesupervisors and middle managers.

2. Recognition is one of the most important jobfactors in terms of both, satisfaction and

dissatisfaction.

3. Among the factors contributing only to jobsatisfaction, achievement, responsibility,domestic life and accomplishment figure mostprominently.

4. Among the factors contributing only todissatisfaction, the most frequently mentionedfactors are lack of adequate organizationalpolicies and administration, lack of technicallycompetent and sympathetic supervision,unfriendliness or superior and lack ofopportunities for growth.

5. Job factor causing satisfaction and dissatisfactionamong managers and supervisors differ fromthose in case of rank and life workers. Forexample salary and job security emerge as thetwo most important factors for job satisfaction


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among the latter whereas for the former, thosefactors constantly lean toward the bottom of theimportance hierarchy. Occupational level appears

to influence the perception of need.

6. No clear evidence is available for differentiatingmanagers and supervisors in terms of thesources of satisfaction and dissatisfaction. Theyhowever differ in terms of perception of needs.First line supervisors give maximum importanceand value to income, promotion, job security and

working conditions. Whereas middle managersgive maximum importance and value toadvancement, type of work and earnings.Managers on the other hand give maximum valueto the feelings of worthwhile accomplishments,recognition for good work done and decisionmaking authority. This shows the shift from its

context factor to job content factors or from thelower order to the higher order needs.

7. Managers in private and public industry are notfound to be different in level of job satisfaction.They are similarly influenced by motivators inboth cases. Only the motivators and hygiene

factors are the one that contribute to satisfactionand dissatisfaction differently. Although in publicsector managers motivators contribute moretoward satisfaction nonetheless for the privatesector executives those contribute more towarddissatisfaction.


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8. No evidence is available showing the effects of

job satisfaction on outcome variables such as job

involvement, performance etc.

9. Neither personal variables like education level orincome level nor the organizational variables likeline / staff type of jobs or the tall / fat type oforganizational structure have any significantinfluence over the need, motivation, importance,fulfillment, expectation and deficiency and the

choice of factors of satisfaction anddissatisfaction.


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CHAPTER - 03

DESCRIPTION & HISTORICAL BACKGROUND OF

THE ORGANIZATIONS UNDER STUDY

Organization No: - 01(Abbreviated as O1 further)

The two organizations under study are the latest andhigh technology Hydro Carbon Processing Industrieswith exclusive Human Resource Development (HRD)Departments and most modern management systems.

Both of these organizations are situated near eachother at the outskirts of Vadodara town in the state ofGujarat India.

Organization 01 is the nations biggest oil refineryowned by Indian Oil Corporation Limited. This is aGovernment of India Undertaking under the Ministry

of Petroleum and Chemicals. This giant oil refinery isthe Public Sector Undertaking (Abbreviated as PSU).This organization employs 2106 workmen and 560officers, the total strength 2666 employees. Beinglocated in the state of Gujarat this refinery is namedas Gujarat Refinery.

This refinery was originally designed for processingannually crude worth 3 Million Metric Tons Per Annum(MMTPA) with its three crude distillation units. Thisrefinery was built with USSR collaboration with a totalinvestment of US$6.37million equivalent to INR


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Rs.31.00 Crores. This refinery was put into operationin the October 1965.

During early seventies, through various technicalinnovations and addition of bare minimum hardware,all the three of these fractional distillation units werede-bottlenecked and an enhanced capacity of 4.20MMPTA was achieved through the ceaseless effortsof the team of their own engineers, technicians andthe staff.

The aforesaid enhancement in the capacity by 40% ofthe initially designed capacity of 3.0 MMPTA is highlycommendable and deserves rich ovation indeed.

In view of growing demand of petroleum products inthe nation and in consideration of supply and demandpattern of the area, the refining capacity was further

enhanced by 3.0 MMPTA. This was achieved byaddition of one more fractional distillation unit with acapacity of 3.0 MMPTA. The expansion facilities werecompleted and commissioned in October 1978thereby stepping up the total capacity to 7.0 MMPTA.This amounts to a rise of 143.33% over and above itsinitial designed and installed capacity of 3.00 MMPTA.

The achievement is very highly commendable.

Further expansion of this refinery was completedduring the fiscal 1988-89 thereby raising its capacityto from 3.0 to 9.30 MMPTA. Said rise of 210% adds ajewel in the crown of the company.


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Financials: - From a sales turnover of INRRs109crores and a profit of INR Rs1.0crore, thecorporation in the year 1988-89, achieved a turnover

of INR Rs15,343crores and a Profit before Tax (PBT)of INR Rs675crores.

Additional Facilities: - In addition to crude refiningfacilities, this refinery has its own cogenerationthermal power plant. This power plant has a capacityof 36.50 Mega Watts. Said power plant has four oilfired boilers and three steam turbo generators.

Welfare: - This Company has provided two very well-laid out beautiful townships for the employees. Thosetownships have facilities of shopping centers, clubsfor workmen and officers, multi purpose hall forvarious cultural programs and wedding functions etcand an open air theater for movies.

Besides recreation facilities, a very well equippedhospital manned by highly qualified and experienceddoctors and nursing staff been provided for themedical help of employees and their families anddependents. The hospital has provision of indoorwards also.

Education: - For the education of employees children,two schools have been built in the townships. Oneschool is English Medium and the other one beingGujarati Medium.


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DESCRIPTION & HISTORICAL BACKGROUND OFORGANIZATION NO:- 02

Organization no: - 02 under study is a joint venture ofGovernment of India and Weavers Co-operativeSocieties spread over the country. This organizationis under the Ministry of Petroleum and Chemicals.This is the only public sector undertaking engaged inmanufacture of Polyester Filament Yarn and itsproducts are adjudged as of world wide acceptancelevel.

With a total strength of 1680 employees, it employs240 Officers and 1440 Staff personnel.

The plant was commissioned in the year 1977 at acapital investment of INR Rs42.00Crores.

Financials: - In the year 1978 the company recorded asales turnover of INR Rs46.35Crore and proceeds ofINR Rs5.17Crore. Whereas during the year 1988-89these figures rose to a level of Sales Turnover at INRRs158.16Crores and Profit after Tax (PAT) at a levelof INR Rs13.14Crores. This is indicative of anexcellent growth and development of the company.

EXPANSION: - In the year 1982 its capacity wasdoubled with an additional investment of INRRs18Crores. The cost of expansion was met withfrom the internal revenue generation of the company.


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The company attained an optimum capacity utilizationof 143% during the year 1988-89.

EXPANSION AND DIVERSIFICATION PLANS: -

Company has developed four fold expansion /diversification plans with an internal investment of INRRs363Crores that shall be partly financed from theinternal revenue generation and partly from someborrowings from the financial institutions and banks.

The plans include expansion of the present plant byover 100%. In the process company shall setupgrassroots POY Plant, Nylon-6 Plant, Spandex Plant,and GEO Textiles plant.

It is not out of place to mention here that SpandexYarn and GEO Textiles shall be manufactured for the

first time in the nation.

Keeping in view our national objectives of communitydevelopment, these investments have been made inthe rural tribal district of Valia near Ankleshwar townin the state of Gujarat India.

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CHAPTER 04

METHODOLOGY

INSTRUMENT: -

In order to understand the dynamics of behavior ofpeople working in an organization, relevant needs ormotives must be identified and understood first. Sixsuch needs / motives are briefly detailed below: -

1. Achievement motive is characterized by (1)Concern for excellence. (2) Competition withstandards of excellence set by others or by self(3) Challenging goals set for one (4) Hurdles onthe way to goal achievement (5) Persistent effortsfor goal achievement (6) Alternating ways andmeans for goal achievement.

2. Affiliation motive is characterized by (1) Concernfor establishing and maintaining personal closerelationships (2) Value for friendship (3)Tendency to express emotions.

3. Influence motive is characterized by (1) Concern

for making impact on others (2) Desire to makepeople do as we think right (3) Urge to changematters and develop people.

4. Control motive is characterized by (1) Concernfor orderliness (2) Desire to be well-informed (3)


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Urge to monitor and take corrective action asmay be needed.

5. Extension motive is characterized by concern forothers and interest in super ordinate goal that isrelevant and useful to larger groups includingsociety.

6. Dependency motive is characterized by aconcern for self development with other superiorshelp. Checking with significant others (at a higher

status, experts, more knowledgeable and orclose associates). Ascertain that ideas andproposed actions are OK and seek approval.Expectation Approval relationship.

The above motives may be used in explanation ofbehavior of an employee. However one more aspect

that deserves attention that is each of the abovemotives may have two dimensions i.e. approach andavoidance.

Atkinson (1953) first suggested the concept ofavoidance behavior in achievement motive. It wasfurther elaborated by several authors and thereby

Fears of Failure emerged as an important conceptand a component of the achievement motive distinctfrom Hope of Success.


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Extensive research has been done on fear of failurewhich (as an avoidance behavior), has been found tobe dysfunctional though it is a part of the achievement

motive. For example Varga (1977) while analyzing adata collected from Indonesia, Iran, Pakistan andPoland found that hope of success versus fear offailure (Approach Avoidance) was the mainintervening variable to explain who benefited from theachievement motivation training programs in terms ofincrease in the terms of entrepreneurial activity,Persons high in achievement motivation but with high

component of fear of failure, failed to start newbusiness conversely to those who had highcomponent of hope of success. Said concept ofapproach avoidance can be adopted for othercomponents too.

We have used the above six motives for the study

and understanding of behaviors of persons inorganizations. Search of the lists of motivessuggested by Murrey and others in the later years,didnt yield any other important motives. We alsoaccept the approach avoidance dimensions of eachmotive as significant to understand the functionality ofeach motive.

Table 01 briefly suggests the approach avoidancedimension of each motive. This is based on hope ofsuccess versus fear of failure. The behavior of anemployee can thus be analyzed not only in terms ofvarious motives but also from the angle of positive


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aspect (approach) or negative aspect (avoidance).This is usually a product of fear and avoidance.

It is assumed that in the organizations said sixmotives have their legitimate place and thosecontribute to the effectiveness of employees.

TABLE 01

Approach Avoidance Dimensions Of Six Motives

Motive Approach with AvoidanceThe Hope of With the Fear of

Achievement Success Failure

Affiliation Inclusion Exclusion

Extension Relevance Irrelevance

Influence Impacting ImpotenceControl Order Chaos

Dependency Growth Loneliness

An employees effectiveness from the angle ofmotivation can be defined in two ways. Firstly we maysee as to what extent he or she has this motivation.As already mentioned all the six motives are relevantfor an employee. If one is deficient in any one, his orher effectiveness may proportionately reduce also.


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Secondly, an employees effectiveness shall alsodepend on the extent of avoidance behavior of aparticular motivation. The motive regardless of its

strength becomes weak and ineffective due to highamount of avoidance behavior.

An employees high score on a particular motivationindicates ones potential for effectiveness, but a largershare of avoidance items in the total score mayreduce his or her actual effectiveness. The behavioraspect of motivation can be measured on this

approach.

Reliabili ty of Instrument MAO(B): -

The test retest reliability co-efficient for the sixdimensions of role behavior, based on a sample of5 2 monts apart are as follows.

MAO(B) Reliability Level ofCo-efficient Co-efficient Significance

Achievement 0.61 0.001

Affiliation 0.61 0.001

Control 0.68 0.001

Dependency 0.45 0.001

Extension 0.53 0.001Influence 0.58 0.001

All coefficients are highly significant at 0.001 levels.The instrument MAO(B) is thus highly reliable one.


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Instrument for Motivational Analysis of OrganizationalBehavior that was employed for the study is namedas MAO(B). The same instrument has been used for

the study employee behaviors in both of theorganizations under study. MAO(B) contains 60 items.Ten items against each dimension of the following sixmotives namely: -

1. Achievement2. Affiliation3. Influence

4. Control5. Extension6. Dependency

Each motive is measured for both, approach andavoidance behavior respectively.

Scoring: - The total score on dimension of each,(approach and avoidance) of six motives ranges from5 to 20, giving score on approach and avoidanceseparately on each dimension. OperativeEffectiveness (OE) of each of the six motives, specificaspects of behavior defined by the net score ofapproach dimensions in behavior can be obtained by

the formula: -

Score = (15 + P V)

Here P denotes approach & V denotes avoidance.


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Sampling: - The samples were drawn through arandom sampling process among three grades ofofficers who are responsible for getting the work done

from down the line workforce of Charge-men,Foremen, Supervisors and workmen.

The motivation of those subjects has a direct bearingon to the motivation of the workforce and the behaviorand productivity of the organization.

Grade Designation Role

C Deputy Managers Head of Department

B Senior Officers Senior Supervisors

A Officers Supervisors

Size: - Grade wise details of sampling in bothOrganizations: -

Grade Designation Org: 01 Org: 02

C Deputy Managers 22 06

B Senior Officers 23 14

A Officers 30 35

TOTAL: 75 55

Total sample consisted of 75 + 55 = 130 respondents.


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Calculations: -

Upon receipt of questionnaires, total score for each

dimension of motivation for individual respondent wascomputed using the formula: -

Score = (15 + P V)

P denotes Approach & V denotes Avoidance

Statistical Technique: -

A t test was administered for each of the sixdimensions that are, Achievement, Affiliation,Influence, Control, Extension and Dependency.

An additional scale having 100 point was alsoincluded in the questionnaire with a view to assess as

to how well an individual is satisfied with his / her ownperformance and where does the employee placeshim or herself on said a100 point scale. This isindicative of an individuals work efficiency. This willbe the seventh discussion in this study.

Procedure: -

The respondents were personally contacted by theinvestigator while administering the questionnaire.They were fully apprised of this study and wererequested to answer each question correctly, franklyand honestly with an open mind.


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The respondents were assured about the full privacyof their statements and that their statements wouldonly be used for the said study and strictly no other

purpose whatsoever.

The respondents were given reasonable amount oftime to go through the questionnaire thoroughly andrecord answers. Respondents were specificallyrequested not to leave any questions unanswered.

The response was quite encouraging. However two

respondents from O2 did not answer question number61 which is insignificant.


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Chapter 05

Results and Discussions

Table A Achievement

Organization Numbers Mean S.D. t

O1 75 20.47 3.795 0.696

O2 55 19.93 4.750 -

Not Significant

Achievement motive is characterized by (a) Concernfor excellence, (b) Competition with standards ofexcellence set by others or the staff, (c) Awareness ofhurdles on the way to goal achievement, and(d) Persistence in trying out alternative paths for goalachievement.

It can be seen from Table A that the t value of0.696 is insignificant. This indicates that the values oftwo mean are not significantly different.

Considering those values, it can be said that onachievement orientation or striving for achievement isconcerned, the two organizations are at an equally

high level and there is no significant differencenoticed between these organizations.


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AffiliationTable B

Organization Numbers Mean S.D. tO1 75 19.15 3.250 1.813

O2 55 17.95 4.04 -

Not Significant

Affiliation motive is characterized by a concern forestablishing and maintaining a close personal

relationship and value for friendship. This is atendency to express emotion.

Table B above shows the results of the analysis oft test applied to Affiliation motive in respect of O1and O2.

The vales of mean show a difference of show adifference of 1.20. The two mean score are highindicating that both organizations are high onaffiliation motive.

Minutely the results indicate that employees of O1have a slight high score on affiliation motive withrespect to O1. (Mean O1 = 20.47 and Mean O2 = 17.95).

The difference is however negligible and the t testvalue indicate no significant difference. Thus analysisshows that employees of both of these organizationsdo possess more or less equal extent of affiliationmotive which is above average.


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This shows that employees of these organizationshave high concern for establishing and maintainingclose personal relationships. They value friendship

and have tendency to express emotions.

Power / Influence

Table B

Organization Numbers Mean S.D. t

O1 75 17.93 2.680 2.373 ***

O2 55 16.76 2.850 -

*** Significant at 0.05 Level

Influence motive is characterized by (a) Concern formaking impact on others, (b) A desire to make peopledo what one thinks is right, (c) An urge to changematters and develop people.

Table C above shows the results of analysis of ttest for Power / Influence motive score of O1 & O2.

The values of mean are 17.93 and 16.76 respectively.The mean score of O1 is slightly higher than themean score of O2. However the score are above

average.


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ControlTable D


O2 55 18.20 4.120 -

Not Significant

Control motive is characterized by (a) Concern fororderliness. (b) A desire to keep informed, (c) An urge

to monitor and take corrective action when needed.

Table D above shows the results of the analysis oft test for control motive score of O1 and O2.

The mean value of score is 17.93 and 18.20 for O1and O2 respectively. The difference between thevalues is negligible. Value of t test also indicates nosignificant difference.

Thus analysis shows that employees of both of theseorganizations have similar extent of Control motivethat is above average level.


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ExtensionTable E


O2 55 18.18 3.510 -

Not Significant

Extension motive is characterized by (a) Concern forothers, (b) Interest in super ordinate goal, (c) Being

relevant and useful to larger groups including society.

Table E above shows the results of the analysis oft test for extension motive score of O1 and O2.

The mean value of score is 17.91 and 18.18 for O1and O2 respectively. The mean score of O1 is slightlyhigher than that of O2. However the differencebetween the values is negligible. Value of t test alsoindicates no significant difference.

Thus analysis shows that employees of both of theseorganizations have similar extent of Extension motivethat is above average level. The difference is not allsignificant.


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DependencyTable F

Organization Numbers Mean S.D. tO1 75 20.04 4.110 2.594 ***

O2 55 18.31 3.470 -

*** Significant at 0.05 level

Dependency motive is characterized by (a) Concernfor self development with others help, (b) Checking

with significant others who are more knowledgeable,higher in status, experts and close associates. OwnIdeas, proposed actions etc are got approved by them.Such relations are known as Approval Relationship.

Table F above shows the results of the analysis oft test for Dependency motive score of O1 and O2.

The mean value of score is 20.04 and 18.31 for O1and O2 respectively. The score is above average inboth of the organizations. The mean score of O1 isslightly higher than that of O2. Value of t test alsoindicates significant difference at 0.05 levels.

This significant difference on dependency score may

be because O1 is a very big organization with toomany hierarchical levels. Hence for taking anydecision, approvals from higher levels becomesnecessary.


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However O2 being a smaller organization,hierarchical levels are very limited and less thereforedecisions are promptly taken at the middle level itself.

Mean of self rating score for the own performances asrated by individual employees of both of theseorganizations are: -

(i) Organization O1 ---------- 75.15%(ii) Organization O2 ---------- 74.82%

Average performance and efficiency of employees ofthe organizations as rated by individual employeeindicates that both of the organizations are highlyefficient. No significant difference is seen in thepercentage efficiency figures of the organizationsunder study.


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SUMMARY

The basic object of this study was to know the

motivation levels of the employees of two suchorganizations that are committed to the concept ofHRD. These organizations are the strict followers ofHRD and have exclusive HRD departments intooperation manned by qualified personnel for HRM forthe growth and development of their organization.

O1 and O2 under study are the two high-tech

organizations with most modern management andexclusive departments for Human ResourceDevelopment. Both of these organizations areprogressive and growth and development oriented.

Organization O1 has an excellent Training Centrewith full-fledged infrastructural facilities and highly

qualified training personnel.

Employees of both of these organizations are highlyqualified.

Achievement motivation score of both of theseorganizations are at high level which indicates high

achievement orientation of the employees.Employees have concern for (a) Excellence, (b)Competition, (c) Standards of excellence, (d) Settingchallenging goals and (e) Striving for achievementwith excellence.


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Affiliation motive score are also high for either of theorganization (O1 & O2). This indicates thatemployees of both of the organizations have high

concern for (a) Establishing and maintaining closepersonal relationships. They value friendship and tendto express emotions. Thus the organizationalenvironments are highly conducive for harmoniousrelations and openness in communications.

Influence motivation score are also high for both O1 &O2. This indicates that employees of these

organizations have high concern for making impact onothers. The employees are desirous to make peopleto do what they feel is right. An urge to changematters, exercise control and develop people.

Control motivation score of both of the organizationsare at high levels. This indicates that employees in

both O1 & O2 are highly control oriented. They have aconcern for (a) Orderliness, (b) Desire to keepinformed, (c) Urge to monitor and take correctiveaction when required.

Extension motivation score of O1 & O2 are also athigh a level that indicates that employees of these

organizations have (a) Concern for others, (b) Interestin super ordinate goal, (c) Being relevant and usefulto the larger groups including the society.


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Dependency motivation score of both of theorganizations are at high level which shows thatemployees of both of the organizations have a

concern for self development with the help of others.For the work or actions they seek advice of superiorsand experts. For their ideas and proposed actionsthey seek approval of superiors. This results into goodProposal Approval Relationship.

Conclusions: -

The study revels that employees of both of theorganizations under study have high score on all thesix dimensions of motivation viz. (1) Achievement,(2) Affiliation, (3) Influence, (4) Control, (5) Extensionand (6) Dependency.

As per the self rating / assessment by the employees

themselves, the mean efficiency score of employeesof both of these organizations is high and it does notshow any significant difference.

Thus it is concluded that employees of both of theseorganizations under study are highly motivated andhighly efficient.


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Motivation Assessment Test MAO-B - Annexure A

Read each statement given below. Decide how much true it is about you.Indicate this by writing the numbers 1 to 4 against each item. Dont write anythingelse. Use the following key to give your answers.

1 - When you hardly show this behavior 2 - When you sometimes show this behavior 3 - When you tend to show this behavior 4 - When you behave this way most of the time

1. I enjoy working on moderately difficult / challenging goals. _______2. I am over emotional __________3. I am forceful in my arguments __________4. I refer matters to superiors __________5. I keep close track of things and monitor actions __________

6. I make contribution to charity __________7. I set easy goals and achieve them __________8. I relate very well to the people __________9. I am preoccupied with my own ideas __________10. I follow an ideal __________11. I demand conformity from my people __________12. I take steps to develop people __________13. I strive to excel performance targets __________14. I give importance to personal relations than to organizational matters ___15. I build on ideas of my subordinates __________16. I seek approvals of y superiors __________

17. I ensure that things are done as per the plans __________18. I consider difficulties of others even at the cost of task __________19. I am afraid of making mistakes __________20. I share feelings with others __________21. I enjoy arguing and winning in my arguments __________22. I have genuine respect for seniors __________23. I admonish people for not completing task __________24. I go out of way to help people __________25. I search new ways of overcoming difficulties __________26. I find it difficult to express negative feelings to others __________27. I set examples and models before others __________

28. I hesitate to take hard decisions __________29. I clearly define roles and procedures for my people __________30. I undergo personal inconvenience for others __________31. I am conscious of my limitations and weaknesses than my strengths ____32. I like to take interest in personal matters of my people __________33. I am lassiez-faire (Do not bother how things happen) __________34. I learn from my seniors __________35. I centralize most tasks to ensure that things are well-done __________


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36. I have empathy and understanding of my people __________37. I try to know how well I do and take feedback for my improvement ______38. I avoid conflict in the interest of the group feelings __________39. I give new suggestions and ideas __________40. I tend to please others __________

41. I lay-down systems clearly for my people __________42. I am willing to take responsibility for others work and help them _______43. I exhibit low self-confidence __________44. I recognize and respond to feelings __________45. I am given credit for the work done in a team __________46. I seek help from those who know the matter __________47. In case of difficulty, I rush to put things right myself __________48. I develop team work amongst my people __________49. I work effectively under the pressures of deadlines __________50. I am uneasy and less productive when working alone __________51. I give credit and recognition to others __________

52. I look for support for my actions and proposals __________53. I seek possessions of authority __________54. I hesitate to take strong action considering human relations __________55. I complain about difficulties and problems __________56. I take initiative in making friends with other colleagues __________57. I am more conscious of status symbols e.g. room size, carpet etc_______58. I like to get ideas from others __________59. I tend to form small groups to effectively influence decisions __________60. I like to take responsibility for group work__________

___________________________________________________________61. Where would you place yourself on a 100 mark scale for your

performance and satisfaction? ____________ (Marks or % )______________________________________________________________

Name ________________________ Designation ______________________

Organization ___________________ Qualification ______________________

Length of service in completed years __________

Participants are requested to reply all questions frankly, correctly and with anopen-mind and leave none unanswered or blank. Disclosing name is optional.However designation, organization, qualifications, length of service and yourperformance / satisfaction are most essential and vitally important.

Please be rest assured that this information shall be used strictly for this researchProject and shall be kept strictly confidential.


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MAO B Answer Sheet ----- Annexure B

1. ----------2. ----------.3. ----------

4. ----------5. ----------6. ----------7. ----------8. ----------9. ----------10. ----------11. ----------12. ----------13. ----------14. ----------

15. ----------16. ----------17. ----------18. ----------19. ----------20. ----------21. ----------22. ----------23. ----------24. ----------25. ----------

26. ----------27. ----------28. ----------29. ----------30. ----------31. ----------32. ----------33. ----------34. ----------35. ----------36. ----------

37. ----------38. ----------39. ----------40. ----------41. ----------42. ----------43. ----------44. ----------


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45. ----------46. ----------47. ----------48. -----------49. ----------

50. ----------51. ----------52. ----------53. ----------54. ----------55. ----------56. ----------57. ----------58. ----------59. ----------60. ----------

Participants please dont write anything in the table below

Motivation Value of P Value of V 15 + P V

A

B

C

D

EF


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BIBILOGRAPHY

(1) Fred Luthans Organizational Behavior

McGraw Hill Book Companies, IV Edition

(2) Pareek Udai & T V Rao & Pestonjee DM

Behavioral Processes in Organizations

Oxford IBH Publishing Company (P) Ltd. India

IV Edition 1989

(3) Pareek Udai & Rao T V

Designing and Managing of HRD SystemsOxford IBH Publishing Company (P) Ltd. India

IV Edition 1986

(4) Paul Hersey and Kenneth Blanchard

Management of Organizational Behavior Utilizing Human

Resources

Prentice Hall of India LimitedIV edition 1983

(5) Stephen P Robins

Organizational Behavior

Prentice Hall of India Limited

Edition - 1985

(6) Saul W Gellerman

Motivation and Productivity

D B Taraporewala Sons & Co (P) Ltd

Bombay- India. II Edition 1970

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